Motivation, Morale and Job Satisfaction · One-liners

1 Psychology — Primary Contribution to OB / Banking Application?

Primary Contribution to OB: Personality, perception, learning, attitudes, motivation, stress, individual decision-making; Banking Application: Selection tests, training, appraisal

2 Sociology — Primary Contribution to OB / Banking Application?

Primary Contribution to OB: Group dynamics, teams, communication, power, conflict, organisational culture; Banking Application: Branch teams, unions, IR

3 Anthropology — Primary Contribution to OB / Banking Application?

Primary Contribution to OB: Comparative cultures, values, cross-cultural attitudes; Banking Application: Hofstede dimensions, expatriate posting

4 Functional — Key Feature / Suited For / Behavioural Effect?

Key Feature: Group by speciality — finance, HR, marketing; Suited For: Stable, specialised work; Behavioural Effect: Deep skill, weak coordination

5 Divisional — Key Feature / Suited For / Behavioural Effect?

Key Feature: Self-contained SBUs under one corporate umbrella; Suited For: Multiple product lines / geographies; Behavioural Effect: Profit-centre mindset, duplication

6 Matrix — Key Feature / Suited For / Behavioural Effect?

Key Feature: Dual reporting — project + functional; Suited For: Highly skilled professionals on multiple projects; Behavioural Effect: Flexibility but role conflict

7 Organic (Flat) — Key Feature / Suited For / Behavioural Effect?

Key Feature: 1-2 management levels, decentralised, high participation; Suited For: Innovative / start-up settings; Behavioural Effect: Initiative, low formality

8 Mechanistic (Tall) — Key Feature / Suited For / Behavioural Effect?

Key Feature: Many levels, rigid rules, Weber's bureaucracy; Suited For: Stable, compliance-heavy work (PSU banks historically); Behavioural Effect: Predictability, slow decisions

9 What is Group dynamics?

refers to the attitudinal and behavioural characteristics of a group — how it forms, structures, processes and functions.

10 Forming — Key Characteristic / What the Leader Does?

Key Characteristic: Confusion, uncertainty; getting acquainted; goals unclear; What the Leader Does: Set direction, clarify task

11 Storming — Key Characteristic / What the Leader Does?

Key Characteristic: Highest conflict; members vie for leadership; challenge goals; What the Leader Does: Mediate, allow constructive disagreement

12 Norming — Key Characteristic / What the Leader Does?

Key Characteristic: Cohesion, shared expectations, division of responsibilities; What the Leader Does: Reinforce norms, build trust

13 Performing — Key Characteristic / What the Leader Does?

Key Characteristic: Mature team, cohesion, conflict resolved by group itself; What the Leader Does: Delegate, focus on output

14 Adjourning — Key Characteristic / What the Leader Does?

Key Characteristic: Disbandment after task completion; What the Leader Does: Recognise, celebrate, transition

15 Command Groups?

also called "Permanent Work Groups"; specified by the org chart (e.g., Branch Manager and his officers).

16 Task Groups?

assembled to complete a specific job.

17 Functional Groups?

created to accomplish goals within an unspecified time frame (Marketing Dept, Customer Service Dept).

18 Interest Groups?

common job-related or non-work interests (sports, religion).

19 Friendship Groups?

based on personal bonds.

20 Coercive — Mode / Works Best When / Impact on Climate?

Mode: "Do what I tell you"; Works Best When: Crisis, turnaround, problem employees; Impact on Climate: Negative (use sparingly)

21 Authoritative — Mode / Works Best When / Impact on Climate?

Mode: "Come with me" — vision-led; Works Best When: Change requires a new vision, clear direction needed; Impact on Climate: Most positive

22 Affiliative — Mode / Works Best When / Impact on Climate?

Mode: "People come first" — harmony; Works Best When: Heal team rifts, motivate under stress; Impact on Climate: Positive

23 Democratic — Mode / Works Best When / Impact on Climate?

Mode: "What do you think?"; Works Best When: Buy-in needed, leader uncertain, capable team; Impact on Climate: Positive

24 Pacesetting — Mode / Works Best When / Impact on Climate?

Mode: "Do as I do, now" — sets high standards; Works Best When: Quick results from a highly motivated, competent team; Impact on Climate: Often Negative if overused

25 Coaching — Mode / Works Best When / Impact on Climate?

Mode: "Try this" — develops people; Works Best When: Long-term development of capable employees; Impact on Climate: Positive

26 Low Willingness + Low Ability — Suggested Style / Behaviour?

Suggested Style: Telling (S1); Behaviour: High task, low relationship — explicit directions, close supervision

27 Low Willingness + High Ability — Suggested Style / Behaviour?

Suggested Style: Selling (S2) alt. Participating; Behaviour: High task + high relationship — sell the idea, build motivation

28 High Willingness + Low Ability — Suggested Style / Behaviour?

Suggested Style: Selling (S2); Behaviour: High task + high relationship — train & support

29 High Willingness + High Ability — Suggested Style / Behaviour?

Suggested Style: Delegating (S4); Behaviour: Low task, low relationship — assign and trust

30 (1,1) — Style Name / Description?

Style Name: Impoverished; Description: Minimum concern for both — Laissez-Faire

31 (9,1) — Style Name / Description?

Style Name: Task / Authority-Compliance; Description: High production, low people — Autocratic

32 (1,9) — Style Name / Description?

Style Name: Country Club; Description: Low production, high people — People-oriented

33 (5,5) — Style Name / Description?

Style Name: Middle of the Road; Description: Adequate performance through balance

34 (9,9) — Style Name / Description?

Style Name: Team Builder; Description: High concern for both — ideal

35 Driver — Transactional / Transformational?

Transactional: Rewards & Punishments; Transformational: Inspiration, vision

36 Posture — Transactional / Transformational?

Transactional: Maintains status quo; Transformational: Drives change

37 Innovation — Transactional / Transformational?

Transactional: Low / none; Transformational: High

38 Best for — Transactional / Transformational?

Transactional: Stable, predictable work; Transformational: Agile, change-rich settings

39 Risk appetite — Transactional / Transformational?

Transactional: Low; Transformational: High

40 (i) Steering Committee?

top, headed by senior executive.

41 (ii) Co-ordinator?

manages communication.

42 (iii) Facilitator?

senior supervisor; coordinates several circles.

43 (iv) Circle Leader?

supervisor or worker; runs circle activities.

44 (v) Circle Members?

lifeblood of QC; offer suggestions and ideas.

45 1 Sigma — DPMO (approx.) / % Perfection?

DPMO (approx.): 691,462; % Perfection: ~30.8%

46 2 Sigma — DPMO (approx.) / % Perfection?

DPMO (approx.): 308,538; % Perfection: ~69.1%

47 3 Sigma — DPMO (approx.) / % Perfection?

DPMO (approx.): 66,807; % Perfection: ~93.3%

48 4 Sigma — DPMO (approx.) / % Perfection?

DPMO (approx.): 6,210; % Perfection: ~99.38%

49 5 Sigma — DPMO (approx.) / % Perfection?

DPMO (approx.): 233; % Perfection: ~99.977%

50 6 Sigma — DPMO (approx.) / % Perfection?

DPMO (approx.): 3.4; % Perfection: ~99.9997%

51 Seiri — English / Meaning?

English: Sort; Meaning: Declutter — remove unnecessary items

52 Seiton — English / Meaning?

English: Set in Order; Meaning: Arrange & prioritise

53 Seiso — English / Meaning?

English: Shine; Meaning: Clean workplace & equipment

54 Seiketsu — English / Meaning?

English: Standardise; Meaning: Standard processes (F.W. Taylor)

55 Shitsuke — English / Meaning?

English: Sustain / Discipline; Meaning: Sustain the discipline; avoid wastage

56 Power Distance Index (PDI) — Meaning / India's Score (Indicative)?

Meaning: Acceptance of unequal power distribution; India's Score (Indicative): High (~77)

57 Individualism vs Collectivism (IDV) — Meaning / India's Score (Indicative)?

Meaning: Self vs group; India's Score (Indicative): Moderate (~48)

58 Masculinity vs Femininity (MAS) — Meaning / India's Score (Indicative)?

Meaning: Achievement vs nurturing; India's Score (Indicative): Moderate (~56)

59 Uncertainty Avoidance (UAI) — Meaning / India's Score (Indicative)?

Meaning: Tolerance of ambiguity; India's Score (Indicative): Low-Moderate (~40)

60 Long-Term vs Short-Term Orientation (LTO) — Meaning / India's Score (Indicative)?

Meaning: Future vs tradition; India's Score (Indicative): Moderate (~51)

61 Indulgence vs Restraint (IVR) — Meaning / India's Score (Indicative)?

Meaning: Free gratification vs strict norms; India's Score (Indicative): Low (~26)

62 Time horizon — Culture / Climate?

Culture: Long-term, deeply rooted; Climate: Short-term, current

63 Source — Culture / Climate?

Culture: Shared values, history; Climate: Current management practices

64 Measurement — Culture / Climate?

Culture: Qualitative — stories, rituals; Climate: Quantitative — engagement surveys

65 Change — Culture / Climate?

Culture: Slow, generational; Climate: Faster, policy-driven

66 Big Five — Conscientiousness?

Predictor of branch-officer reliability; psychometric tests

67 Tuckman's Stages?

Branch transformation / merger / digital migration teams

68 Hofstede PDI?

High in PSU branches; flatter in fintech JVs

69 Goleman Authoritative?

NPA-resolution & turnaround branches

70 Goleman Pacesetting?

Treasury / dealing rooms (climate-killing if overused)

71 Transformational Leadership?

Digital transformation, ESG / Green HRM

72 Quality Circles?

Canara Bank Apex QC contest; QCFI / NCQC

73 Six Sigma?

ICICI, HDFC retail back-office cycle-time reduction

74 TQM / ISO 9001:2015?

Customer Service excellence; branch certification

75 Kaizen 5S?

Branch cleanliness drives; cash counters; vaults

76 Stress Management?

RBI EAP advisories; PSB HR wellness programs

77 Business Etiquettes?

IBA Model HR Policy on conduct, dress, customer service

78 Big Five?

OCEAN — Openness, Conscientiousness, Extraversion, Agreeableness, Neuroticism

79 Tuckman?

F-S-N-P-A — Forming, Storming, Norming, Performing, Adjourning

80 Group Structure?

S-R-N-C — Size, Roles, Norms, Cohesiveness

81 Goleman 6 Styles?

C-A-A-D-P-C — Coercive, Authoritative, Affiliative, Democratic, Pacesetting, Coaching

82 4 I's of Transformational?

I-I-I-I — Idealized Influence, Inspirational Motivation, Intellectual Stimulation, Individualized Consideration

83 Hofstede?

PD-IDV-MAS-UAI-LTO-IVR

84 Blake-Mouton?

Best (9,9) Team Builder; Worst (1,1) Impoverished

85 Six Sigma?

DMAIC(T); quality = 3.4 DPMO

86 Kaizen?

5S — Sort, Set, Shine, Standardise, Sustain

87 Strategic Leadership?

ACID-AL — Anticipate, Challenge, Interpret, Decide, Align, Learn

88 Org Design?

IC-AD-D — Identify, Classify, Analyse decisions, Analyse relationships, Delegate

89 ISO Premise?

"Document what you do; do what you document."

One-linersMotivation, Morale and Job Satisfaction