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Introduction
World is rapidly changing and organization also needs to adopt the changing
environment. The management always tries to accomplish organizational goal through individual
or groups. Moving ahead Motivation is derived from the Latin word mover which means to
move or to energize or to activate.

Motivation plays a vital role to accomplish the

organizational goal. An understanding of the complexities of contemporary organizations and

how individuals differing motivations influence needs, actions and goals is essential to fully
comprehend the effects of variations in other factors such as leadership styles, job design, salary
etc.

1 Situational leadership: Training and Development

Situational Leadership is a leadership theory based on the idea that leaders are most
effective when they alter their leadership approach to fit the needs of individual employees as
opposed to his own leadership style. This leadership approach is regarded as one of the most
effective styles of leadership and is becoming more prevalent in businesses today, due to the
more diverse workforces (Kokemuller, 2011). This approach offers four different styles of
leadership, which allows the leader to assess each employees strengths and weaknesses then
determine the best course of action for the task at hand. These leadership styles are: the
directing approach, the coaching approach, the supporting approach, and the delegating
approach (Blanchard, Zigarmi, and Zigarmi; 1985). Given the fact that each employee works
differently and require a different type of attention from his or her leader makes this approach
more feasible. However, like all other leadership approaches, there are pros and cons to the
situational

approach.

Training and development

According to The Situational Leadership Model devised by Ken Blanchard and Paul
Hersey (1969), there is no one size fits all approach to leadership. Blanchard and Hersey
suggested that depending on the situation, varying levels of leadership and management are

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necessary. However, leaders must identify the most important tasks, and then consider the
readiness level of their followers by analyzing the groups ability and willingness. Depending on
the level of these variables, leaders must apply the most appropriate leadership style to fit the
given situation (Blanchard, 1985). According to Neil Kokemuller (2011), other variables
include: effort from subordinates; skilled employees that understand their roles; an organized
work environment; unity in the workplace; availability of resources; and necessary support along
with coordination and collaboration with other work groups. The availability of all these
variables

makes

an

effective

setting

for

Situational

Leadership.

When the employees lack the appropriate skills and are not highly motivated to perform the task
at hand, the leader should use the Directing Approach. This approach requires the leader to
define the task at hand in detail as well as define the roles of the employees. In the directing
approach, communication is basically one-way. The leader makes all the decisions, closely
supervise the employees and sustain a commanding position to ensure the task is completed in an
efficient and effective manner.

Situational leadership training:

Training is an important part of HRD efforts in

modern organizations. It enhances capabilities required to improve performance in the present

job. It involves positive changes in knowledge, skills and attitudes of leader. It increases their
efficiency and effectiveness. Training aims to update leadership knowledge and skills to keep up
with new technologies, job design and change. Continuous training prevents obsolescence and
promotes innovation. Skill deficiencies are addressed. Training aims to develop healthy attitudes
in leaders towards the job and the organization. This facilitates better cooperation, commitment
and loyalty of leader. Sound relationship between the employee and the job is established.
One of the most important tasks of a manager is to ensure that employees are properly
trained. We are all aware of this, yet many of us have a tendency to enroll a new employee in the
company training program or assign a senior employee to mentor them, and consider the job
done. Additional training for existing employees tends to be a low priority because it takes time
away from their regular work. Then, when an employee is ineffective, lacks knowledge of
company policy, or demonstrates a poor understanding of how to do some aspect of their work

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correctly, we wrongly assume the problem is with the employee. Managers are busy people.
With so much on plate, taking the time to ensure team is properly trained can be a challenge.
However, good training is critical to the success of employees and team. Aside from the most
obvious advantage that a properly trained employee will be able to perform his or her job
effectively and efficiently there are a number of other reasons why training employees well
should be a top priority.

Managing Situational Leadership Development: Development is a systematic process

of improving managerial performance. It prepares managers to handle present and future
responsibilities. It develops managerial potential. Development is given to managerial employees
who supervise the activities of others. It develops managerial potential by increasing conceptual,
interpersonal and decision making skills. Above all, it develops managerial capability to manage
effectively. Career development is the ongoing acquisition or refinement of skills and
knowledge, including job mastery and professional development, coupled with career planning
activities. Job mastery skills are those that are necessary to successfully perform one's job.
Professional development skills are the skills and knowledge that go beyond the scope of the
employee's job description, although they may indirectly improve job performance. The
management and leadership development process is flexible and continuous, linking an
individual's development to the goals of the job and the organization. Management development
programs on campus give you the opportunity to develop a broad base of skills and knowledge
that can be applied to many jobs on campus. D&T's management development curriculum is
changing. The overarching goal is a comprehensive curriculum for managers and supervisors to
develop the necessary core competencies to become excellent leaders. The Employee Relations
Unit also provides training for managers and supervisors, along with performance management
tools. Expanding management core competencies will enable campus managers to keep pace
with the demands of a changing organization.

Challenges of Training and Development Management: Industry knowledge consists

of understanding adult learning theory and techniques, employee development trends,
technology-based training methods and best practices for encouraging employee participation in

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the development process. Training and development managers generally have been training
specialists at some point during their careers and have been promoted as a result of their
effectiveness, performance and industry knowledge.
Verbal communication skills are at the foundation of functional expertise for training and
development managers. The ability to facilitate focus group discussions, conduct classroom
learning sessions, seminars and workshops are skills any training and development manager
should have. Public speaking capabilities sometimes referred to as platform skills are an
essential component of a training and development managers skills. They also must be able to
develop these very skills in employees reporting to them.

2 The situational leader and constructive discipline

Situational leadership skills are flexibility, diagnosis and communication. Flexibility is
the ability to change your leadership style to fit the needs of the follower. Diagnosis is the ability
to accurately assess the needs of the follower. Communication is the ability to reach a mutual
understanding with each follower regarding the leadership style which most effectively meets
his/her present needs. The ideal is that all employees are productive, contributing members of the
organization.
The fundamental precept of situational leadership is that there is no one "best" style of
leadership, and that the most successful leaders are the ones who can adapt their style to a given
situation. Situational leadership consists of four general styles of management and those are
coaching, directing, delegating and supporting styles. Coaching is a type of situational leadership
style that involves a great deal of "hands-on" involvement in an employee's work process.
According to Money-Zine.com, coaching is most beneficial when the employee displays
weaknesses that need improvement. The directing leadership style typically involves taking over
a challenging situation and applying specific knowledge and experience to right the ship. The
delegating style places more of the responsibility on the shoulders of the workers as opposed to
the managers. The manager is able to provide guidance, but only when needed or requested by
the employees, and serves in more of a consultant capacity. In the supporting style, the leader
plays more of a motivational role.

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For coaching to be effective, the employee must acknowledge the weakness and indicate a desire
to improve
. Effective Cycle: The effects of effective cycle is upward spiraling where by high
expectation of the manager leads to followers' high performance which further reinforces high
expectations resulting even higher performance.
Ineffective Cycle: The ineffective cycle in contrast has the downward spiraling effect
where by low expectation of manager leads to followers' low performance which further
reinforces lower expectations followed by even lower performances.

3 Building Effective Relationships

The test of a Good Relationship is whether we believe it provides us: a) what we want-solid substantive outcomes, b) peace of mind, and c) an ability to deal with differences. If these
basic needs are being met for one or both parties, any effort to improve the relationship will
likely be unnecessary or unproductive.
The key to a relationship-building effort is a sincere acknowledgement by both parties
that their relationship is difficult or unproductive, and that this situation should not continue.
Then, the strength of their convictions will be tested by their willingness to provide resources
and leadership for a re-building effort. Yes, wed like to work on it, but our General Manager,
or our Local President, will likely be unavailable is a sign that this is not a major priority.
Furthermore, each party in the relationship must accept that it, itself, is at least partly
responsible for the poor quality of the relationship. To focus entirely on the way they the
other partyis treating us is a recipe for blame-letting, not relationship-building. And, the flipside of this responsibility issue is a required acknowledgement that, if the relationship is to
improve, some degree of change in their ways must be made by both partiesincluding us.

The Process of Relationship-Building:

Sometimes, what the parties are prepared for and obviously need is an improvement in
the quality of their interaction within various labor-management committees. The mandate of

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these committees may be occupational health and safety, technological change, or another form
of consultation often required by legislation. There are some robust instruments that can assist a
labor-management committee to self-diagnose its areas for improvement. The involvement of
external facilitation can also help a committee to identify additional shortcomings in the
mechanisms and procedures of interaction, e.g. agenda-setting, chairmanship, etc. As well,
facilitation can reinforce a sustained focus on the process of interaction (as a balance to the more
prevalent pre-occupation of committee members with the content of their work). The role of
facilitator is different from the role of mediator. Essentially, a facilitator has more of a
process orientation, as distinct from a task orientation. See table below for a sample
comparison of these orientations.

Moving away from polarized conflict

Power Shift the realization that neither side can defeat the other, although each is in a
position to impose serious damage on the other.
External Pressures key external stakeholders to which the parties must listen want the
adversaries to resolve their differences.
Facilitation to help the parties get through some burning issues, to assist with
communication to ensure that each party is listening to the other, to serve as a respected
sounding board and provide an objective third perspective. ? Internal Relations each
side sorts through their own internal differences in order to approach problem-solving
with a coherent voice.

Personalities sufficient respect exists between a few individuals on either side to form
a basis for building a broader and higher level of trust between the parties. ?
Ceasefire/Standstill creates time and some non-blame space to resolve more
fundamental problems, given that the ceasefire/standstill has aspects that are
important to both sides.

Principles for shared learning & inquiry

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People and organizations taking responsibility for solving issues/problems, rather than
taking positions, and blaming others for failures.
Understanding Needs versus wants each party needs to be as Open as possible about
their underlying interests, so that those interests can be clearly Understood by the other
party, (and thus, interests are neither suppressed nor hidden).
Innovative Thinking a willingness to get out of the box, so that alternatives are
explored and assessed, maybe even tested, leading to new and different approaches to
solve longstanding problems.
Letting Go of Certainty ability to take calculated risks and deal with the unknown
dimensions of solutions that are fundamentally different from what the parties are
accustomed.
New Skills with the help of some coaching and some success in problem-solving,
both sides come to realize that it is possible to work together on some issues even though
they dont agree on everything, and people learn how to listen, and are sometimes
capable of empathy.
New Accountabilities not only to ones own interests and constituents, but also towards
effective follow-through on commitments made to other parties, and to the success of
other parties.
Effective Transition development of new solutions, new attitudes, and new skills does
not occur in one wave of change, but rather in phases which combine new and old
practices in ambiguous states of transition which people must anticipate and for which
they must have effective support and strategies.
Leadership all of the above relies upon the courage of at least a few individuals to step
forward and initiate new behavior and about which there must be effective
communication with fellow constituents.
Fundamental issues are addressed although this is not necessarily where the process
starts, the commitment and credibility associated with joint problem-solving depends
upon a resolve to issues that are significant to both parties.
Dual Reality a recognized need and an enhanced ability for the parties to work together
on solutions/objectives and compete at the same time.

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Sustaining the process of relationship-building:
Regardless of the specific format used, the key is to accomplish successful action on one
or (preferably) more Mutual Objectives. Moreover, the parties behavior in their day-today
interaction must have changed in some way(s). And, for behavior to have changed, Individuals
and/or their Environment must have changed.

This implies that labor and management leaders must have developed new skills , for
example, in listening, in assertive (but not aggressive) ways of expressing their views, in meeting
effectiveness, in problem-solving, and most importantly, in regular self-evaluation of their
process of interaction. Likely, policies, programs, and/or procedures in the Internal and/or
External Environment must also have changed. In other words, the parties must have altered
some of the Determinants of their labor relations system.

4 Effective Communication
Effective communication happens largely at an unconscious level... and that's why the most
effective communicators of all time paid as much attention to how they were delivering their
message as they did to the exact words that they were using. And that's why it's so easy for email
to go horribly wrong. Don't get me wrong... words are critically important to getting message
through loud and clear, but the psychology behind them is more important. And that's why
Maximum Advantage is dedicated to combining the latest advances in psychology and linguistics
with time tested methods to give a communication edge that some might consider to be "unfair".

The Communication Process: The communication process is a six step cycle, and
unfortunately the communication can break down or become confused at any step. Sometimes
the message isn't even clear in our own brain, and yet we still expect others to know what we
mean. Then the encoding, sending, and decoding phases all provide opportunities for errors and
misunderstandings to crop into the process. In the fifth step, the receiver has to filter the message
and decide what it means based on their own values, beliefs, filters, and memories. If any of
these steps fails, the result is confusion, conflict, and frustration.

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Communication may only be beneficial when the message the business is sending is the same as
the one received by its customer. Feedback is the process through which the receiver
communicates with the sender by returning another message. Giving feedback often is associated
with one or more persons communicating an evaluation of what another person has said or done.
Types of communication channel are as follows:
Formal channels: Follow the chain of command established by an organizations
hierarchy of authority.
Informal channels: Do not follow an organizations hierarchy of authority. The
grapevine is an informal channel through which rumors and unofficial information pass.
Organizational communication is the specific process through which information moves
and is exchanged throughout an organization. Information flows:
Through formal and informal structures.
Downward, upward, and laterally.

Barrier may be raised in communication process due to which correct information cannot be
transformed to next party. The barrier to communication is as follows:
Semantic problems: It involves a poor choice or use of words. Use the KISS principle of
communication.
Mixed messages: Occur when a persons words communicate one thing while actions or
body language communicates another. Nonverbal add important insights in face-to-face
meetings.

Effective Communication Skills: Here is a short list of some of the skills that it takes to be
an effective communicator.
Think about your own communication style and which skills you are strong in and which
ones you could do better.
Listening for facts and feelings to make sure that you interpreting the message as
intended.

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Asking questions effectively to guide listeners to solutions.
Recognizing and defusing the filters people are using when they communicate.| | Creating
rapport to smooth difficult messages and build relationships.
Uncovering the unique values that drive each person and then constructing your message
to match their personal system.
Using non-verbal cues to understand what the speaker really means.
Finding and replacing the cues that cause the "domino effect" in conflict and
confrontation.
Breaking un-empowering belief cycles without directly attacking a belief
Overcoming objections by agreeing.
Building and using stories to make a point without anyone realizing it.
Replacing destructive patterns such as anger with empowering patterns that get better
results.
Reading the secrets hidden in every email message.

5 Leading Effective Teams

Team is collective performance. Its synergy is positive and accountability is individual
and mutual. Team skills are complementary. Its leadership is shared leadership roles. Team is a
small group of people with complementary skills, who work together to achieve a shared purpose
and hold themselves mutually accountable for performance results. Effective communication is
mandatory when leading teams. Whether it is listening, discussing projects, feedback from team
members, emphasizing your ideas or explaining your ideas to your team without effective
communication, no team will be well led.
An important leadership competency for any size organization, the ability to build and
lead high performing teams is especially critical in small-to-midsize businesses. Here, people
must work closely together, wear many hats and work effectively across the organization to get
tasks accomplished quickly enough to remain competitive.

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In order to understand the competencies needed to build and lead high performance teams, it is
helpful to first define a team. Here is a simple but effective description from The Wisdom of
Teams (Harvard Business School Press, 1993.) "A team is a small number of people with
complementary skills who are committed to a common purpose, performance goals, and
approach for which they hold themselves mutually accountable."
Using this definition, we can outline three important competencies for the effective team
builder and leader.
Promoting understanding of why a group of people need to be a team. The team needs
to understand its shared goals and what each team member brings to the team that is relevant and
crucial to its overall successes.
Ensuring the team has adequate knowledge to accomplish its task. This includes
information relevant to the team's goals and individual job competencies.
Facilitating effective interaction in such as way as to ensure good problem solving,
decision making and coordination of effort.

Characteristics of Highly Effective Teams

To better understand how these competencies create effective teams, let's examine some
characteristics of highly effective teams.
An effective team understands the big picture. In an effective team, each team member
understands the context of the team's work to the greatest degree possible. That includes
understanding the relevance of his or her job and how it impacts the effectiveness of others and
the overall team effort. Too often, people are asked to work on part of a task without being told
how their role contributes to the desired end result, much less how their efforts are impacting the
ability of others to do their work. Understanding the big picture promotes collaboration,
increases commitment and improves quality.
An effective team has common goals. Effective teams have agreed-upon goals that are
simple, measurable and clearly relevant to the team's task. Each goal includes key measurable

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metrics (that are available to everyone on the team), which can be used to determine the team
effectiveness and improvement. Understanding and working toward these common goals as a
unit is crucial to the team's effectiveness.
An effective team works collaboratively, as a unit. In an effective team you'll notice a
penchant for collaboration and a keen awareness of interdependency. Collaboration and a solid
sense of interdependency in a team will defuse blaming behavior and stimulate opportunities for
learning and improvement. Without this sense of interdependency in responsibility and reward,
blaming behaviors can occur which will quickly erode team effectiveness.

The Roles of the Effective Team Leader

In order to encourage this level of collaboration and interdependency, the team leader
must provide the necessary support and structure for the team, starting with putting together the
right people. Team members should be selected and their tasks assigned with their natural skills
in mind. Not every person is capable of doing every job.
The team must also have the resources and training required to develop the skills needed to do
their jobs. This includes cross-training. Cross-training gives team members a greater awareness
of how their jobs are interdependent, increasing the team's flexibility and improving response
time.
The quality of the team's response is highly dependent on the timeliness of the feedback
received from the team's leader, other team members and customers. Receiving timely feedback
is crucial to the effectiveness of the team. The effective team leader ensures that feedback
reaches the entire team on its goals and metrics, as well as feedback to each individual team
member. This feedback must be received in time to make adjustments and corrections. Often,
feedback is received too late to have any practical value in the moment, and consequently, it
feels like criticism. While it might be useful for future planning, it does not promote immediate
corrections in performance.
Feedback is a form of constructive communication, another necessary tool in the effective team
leader's tool chest. No matter how traditional or innovative the work design, consistent and
constructive communication throughout the team is essential. The act of constructive

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communication can do more than anything else to improve quality and productivity. Timely and
appropriately delivered feedback can make the difference between a team that hides mistakes
and a team that sees mistakes as opportunities.
When a team views mistakes as opportunities for improving the team's process and
results, it's a sign that the team leader has successfully created an environment that promotes
problem-solving. People are problem solvers by nature. When they are allowed to create their
own solutions (rather than having expert solutions imposed upon them) team members are more
proactive and engaged. Teams also have greater ownership of solutions they discover for
themselves.
Creating an environment that promotes problem-solving is part of creating an effective
team structure. Poor team structure can actually create negative, ineffective behaviors in
individuals and impede communication. The responsibility for poor performance is usually a
function of the team structure rather than individual incompetence; yet, it is individuals who are
sent to human resources or training programs for fixing. If team members feel like they are pitted
against one another to compete for rewards and recognition, they will withhold information that
might be useful to the greater team. When a team has problems, the effective team leader will
focus on the team's structure before focusing on individuals.

6 Implementing situational leadership: Managing people to perform

The chain of events that leads to strong and sustained business results starts with great
managers who defy common management practice at virtually every turn, says Curt Coffman,
global practice leader for employee and customer engagement consulting at The Gallup
Organization.
What is the defining contribution of great managers? They boost the engagement
levels of the people who work for them. According to Gallup research, only 28% of U.S.
employees are engaged, or are actively pursuing top performance on behalf of their
organizations, and Gallup studies show that this has a direct impact on the bottom line. Engaged
employees lead to engaged customers, who in turn drive a companys growth, long term
profitability, and stock price.

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So what distinguishes managers who not only retain valuable employees but, by
boosting engagement, also extract their full value? According to Coffman, coauthor with Marcus
Buckingham of First, Break All the Rules: What the Worlds Greatest Managers Do Differently
(Simon & Schuster, 1999), the answer lies in rejecting conventional wisdom in four core areas of
managing people: selection, expectation setting, motivation, and development.

Selection
Most managers select employees according to the skills needed for the role, but great
managers select people for their talent. Coffman defines talent as a recurrent pattern of thought,
feeling, or behavior and accounts for the different results produced by those with the same skills
and training. Talent is abundant, Coffman observes, yet people whose natural talents fit their role
are a rare and valuable commodity.
Consider what differentiates top performing customer service representatives,
Coffman notes. All reps in a firm get the same training, but the best take one-third fewer calls
than the average to resolve the same complaint. Why? Because they use the phone as a tool of
intimacythey can envision what the customer looks like, what room he is in; they smile and
nod even though the customer cannot see what they are doing. Instinctively, their talent leads
them to manage each customer relationship in the most effective manner.

Great managers resist the temptation to hire people whose skills are a good match for how a job
is already configured; instead, they seek those whose talent will redefine how the job is done.

Expectation setting
Conventional wisdom says managers should specify the steps that employees need to
take to accomplish a specific task. But great managers define the outcomes they seek and let
each person use her individual talent to achieve them. For example, while great managers do not
usually mandate steps to be taken, they do provide specific direction when accuracy or safety is
involved, or when a company or industry standard is at stake. But even then they dont let the
steps obscure the focus on the outcome.

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Motivation
Conventional wisdom says that anybody can be anything they want to be, and thus
managers tend to focus on finding and fixing a persons weaknesses. This leads to reviews and
development plans that focus on negatives where the emphasis is on improving a person into
someone he is not.
In contrast, great managers emphasize the development of their subordinates unique
strengths so as to help further their talent, while finding strategies to support their weaknesses.
The key here is determining how to take greater advantage of what people already do well.

Development
Conventional managers rate the person and develop the performance; great managers
rate the performance and develop the personthey realize that every person is different and
should be treated as such.
The ability to sell is entirely distinct from the ability to manage. Whats more,
promotion removes the high-performing salesperson from the position in which she has been
producing substantial value for the company.

Great managers seek the right fit for a persons talent, they work to see that he is rewarded for
his performance, and they endeavor to ensure that his talent is developed through progressively
more challenging and meaningful assignments.

7 Implementing situational leadership: Building Commitments

Commitment is dedication to a particular organization, cause, or belief, and a
willingness to get involved. People who are committed to an organization or effort truly believe
that it is important, and they show up, follow through, and stick with it. The more people who are
committed to your organization, the greater the momentum you can generate to get the job done.

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There are four qualities that should be found in a good strong relationship. These four
factors will never change no matter what kind of relationship one is in or what one looks like.
The four factors that make a good relationship are commitment, trust, caring, and
communication. In any relationship, if any of these four factors are missing then the relationship
will not last long. Commitment is an important factor in building a strong and successful
relationship. Commitment keeps a relationship together through the good and the bad times.
Whether a partner in a relationship is suffering through hard times, the couple if committed will
pull through. A strong relationship that is committed will make it through the major and the
minor crisis of life. A minor crisis that could put a strain on a relationship could be considered as
something simple such as the breaking of a date or one person having no money. A major crisis
may be one partner going off to war or having to leave town for several months on business. If
the relationship is committed then a couple will survive this crisis. Commitment is a step in
building a strong relationship. The second part of a successful relationship is trust. Trust is like
the I love you of a relationship. Trust means that when one partner wants to go out for a night on
the town with his or her friends that they will not cheat. When a couple is out together for a night
that the other partner will not be flirting with other people in the room. A couple that trusts each
other will give each other space to do their own thing. Trust allows a relationship to grow
because there is not the constant worry of what the other party is doing. Trust is when there are
selected responsibilities that each partner may have and makes sure are fulfilled. Responsibilities
such as making sure the trash is taken out or the bills are paid on time. Building trust in a
relationship could even consist of making sure that if there is a dinner date that both parties are
on time. Even though destroying trust can happen in an instant, building trust takes lots of time.
Building trust in a relationship takes time and effort while destroying it could be as simple as
cheating or not showing up when a date is scheduled. The third part of a successful relationship
is caring. There is no way to truly describe what caring is but it is an intimate part of any
relationship. Caring is a feeling or emotion. Caring is a feeling or emotion that cannot be readily
described in words but still a feeling. Caring is missing your partner when they are away or being
sad when they are not feeling well. Caring in a relationship is an emotion that can only be
described using other emotions. When two people care for each other in a relationship form a
bond which is hard to break even when common sense tells them that they need to. This bond is

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so strong that even abusive couples will stay together. The couple thinks that they care for each
other enough that the abuse does not matter. Caring is the fabric of building a strong relationship.
The fourth and most important part of a relationship is communication. Communications is the
problem solver of a relationship and could also be the destroyer of a relationship.
Communication is important because the beginning of any relationship. Any relationship starts
with communication because that is how you meet the person. A relationship will not get started
if the communication is not there. Communication separates a purely physical relationship with
no meaning from a true strong relationship. Communication in a relationship should be honest.
Communication makes two people one. When a couple knows each others likes and dislikes
communication is strong. Communication lets a couple talk about their problems and can help
resolve many of them. In a relationship with no communication a small problem can cause a rift
which will lead to a break up. This is why communication is an important part of a relationship.
In all relationships there are up and downs. There are likes and dislikes in any relationship but
there are four elements that keep them together. A couple that has strong communication is more
likely to stay together then one that does not. A relationship with care will be stronger than a
relationship without. A couple that trusts one another is a likely pair to stay together. Finally a
couple that has a strong commitment is more likely to have a good relationship. When these four
things are accomplished in a relationship it is likely.
Benefits of Commitments:
Build high-performance teams that can lead projects to successful implementation
Keep the team on track through team consensus and conflict resolution
Minimize communication misunderstandings
Prevent team break-ups by using constructive feedback
Achieve better results through clear, open and honest communication
Optimize time, money and resources by putting the right people on the right projects

8 Synthesizing Management Theory: Integrating Situational Leadership with the Classics

We have learned a number of theories, concepts, throughout the text. While introducing
these theories, we have contended that there is no one best theory to utilize. All human beings
need motivation in order to perform their task or activities and their action is based on it. In

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country like US managers believe that the people have the capacity and potential so they give the
opportunity to employees to express themselves due to which employees are self directed and
creative at work.

Maslow's hierarchy of needs

In this theory needs are divided into five-stage pyramid. It states that unsatisfied needs help in
motivating people.

Hertzberg's motivator and hygiene factors

This theory says that people have two types of needs.

Conclusion
Organizational behavior (OB) is defined as the systematic study and application of
knowledge about how individuals and groups act within the organizations where they work.
Organizational Behavior and leadership is the study and application of knowledge about how
people, individuals and groups act in organization. It also introduces the basic behavioral skills
needed for self-management and for promoting productive relationships with others in
organizations.

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Bibliography

Mullins, L. J. Management and Organisational Behaviour (10th Edition ed.).

Stephen Robbins, T. J. Organizational Behavior with My Management Lab, Global Edition (16th
Edition ed.).