Final Ob Report

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    BY: ROHAN SHANBHAG (146)

    PANKAJ VHATKAR (172)

    ANURAG WATS (173)

    MONIKA SHET (152)

    ZEESHAN QURESHI (125)

    PEARL THOMAS (166)

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    ACKNOWLEDGEMENT

    We take immense pleasure in thankingProf. Dr. Farida Virani for giving us the opportunity and

    platform to showcase a presentation on this topic and also for coming up with the innovative idea of

    learning from movies. We are also indebted to our fellow students for their warm support and MET

    INSTITUTE OF MANAGEMENT for providing necessary infrastructure without which this could not

    have been possible.

    Individually all of us are grateful to our fellow team members without whose hardwork and

    dedication this presentation would have remained just a pipe-dream.

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    AGENDA

    INTRODUCTION

    GOAL SETTING THEORY

    MANAGEMENT BY OBJECTIVES (MBO)

    SELF EFFICACY THEORY

    LEARNINGS

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    MOVIE SYNOPSIS-

    Karan Shergil (Hrithik Roshan) is a young man who has no actual goal in mind or plans for his

    future. He represents those urban youth in modern India, who have money but little ambition or purpose

    in their lives. His father is a businessman; his brother is a successful individual living in America, but

    Karan is drifting along. His girlfriend, Romi (Preity Zinta), a student activist and reporter who espouses

    fashionable causes out of well-meaning sincerity, tells him he needs to find a goal in life. When a friend

    announces he is going to join the Indian Military Academy, Karan applies as well, despite dissent from

    his parents.

    Karan's first days at the IMA are a disaster. Because he is undisciplined and unused to a Spartan

    existence, he keeps getting into trouble at the academy. Upset, he leaves the academy without

    permission, sneaking over the wall. Back home, his parents are unsurprised and even though they urge

    him to join the family business, they are disappointed with the way their son has turned out, especially in

    comparison to his elder brother. Romi, meanwhile, is tired of his aimless and indecisive ways and calls

    off their relationship. Karan finally comes to terms with his situation and makes his decision. He returns

    to the IMA, takes his punishment, and becomes a focused, disciplined cadet leader, graduating as an

    officer Lieutenant Karan Shergill.

    Lt. Karan Shergill (the starting rank for all new commissioned officers in the Indian Army) is posted to

    the 3rd Battalion of the Punjab Regiment, commanded by Col. Sunil Damle (Amitabh Bachchan)

    somewhere in the Kargil sector, and handles his responsibilities well. From an immature teenager Karan

    transforms into a mature officer, he finally decides the essence of his life or his goal. Karan comes home

    on leave and finds out that Romi is getting engaged and goes to the ceremony to congratulate her. Back

    at home Karan is recalled to his post as his leave is cut short due to outbreak of hostilities in Kargil. He

    reports back to his post where he is ranked the rank of Acting Captain where he becomes Captain Karan

    Shergill. His battalion CO briefs the officers on the latest situation. The battalion has been assigned to

    secure Point 5179, crucial vantage point dominating the army's main supply line, the NH1D. The firstpart of the assault is successful and battalion successfully destroys the enemy's screening units with

    Karan cited for his bravery in saving another officer's life. In the second phase of the assault Karan's unit

    engages in a failed attempt to storm and capture the Pakistani strongholds located on the mountain. The

    Pakistanis have the advantage due to their strategic position, and deal the unit heavy losses during the

    attack.

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    Capt. Karan Shergill and a group of 12 three of which are Captains including Karan and one Major; the

    rest are Lieutenant. The men are next given orders to encircle the enemy position and attack it from

    behind. To do this, they must scale a 1000-ft wall of rock. After the unit sustains an attack in a grass

    field and loses their commanding officer, the remaining men scale the cliff and attack the Pakistani

    stronghold from behind during the night. The movie ends with Col. Damle looking out across the

    mountains the next morning, to see Capt. Karan hoisting the Indian flag atop the ruins of the stronghold.

    Later, it is revealed that Karan and Romi reunite.

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    INTRODUCTION TO GOAL SETTING

    Goal setting is a very powerful technique that can improve all areas of your life. The process of

    setting goals and targets allows you to choose where you want to go in life. By knowing precisely what

    you want to achieve, you know what you have to concentrate on and improve, and what is merely a

    distraction. Goal setting gives you long-term vision and short-term motivation. It helps to focus your

    acquisition of knowledge and helps you to organise your resources.

    By setting sharp, clearly defined goals, you can measure and take pride in the achievement of those

    goals. You can see forward progress in what might previously have seemed a long pointless grind.

    By setting goals you can:

    Enhance achievement Improve performance Increase your motivation to achieve Increase your pride and satisfaction in your achievements Improve your self-confidence Plan to eliminate attitudes that hold you back and cause unhappiness

    FIVE PRINCIPLES OF GOAL SETTING:

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    1. Clarity

    When a goal is clear and specific, with a definite time set for

    completion, there is less misunderstanding about what

    behaviours will be rewarded. You know what's expected, and

    you can use the specific result as a source of motivation. When

    a goal is vague or when it's expressed as a general

    instruction, like "Take initiative" it has limited motivationa

    value.

    To improve your or your team's performance, set clear goals that use specific and measurable standards.

    "Reduce job turnover by 15%" or "Respond to employee suggestions within 48 hours" are examples of

    clear goals.

    Clarity: Specific & Time Bound

    Commitment

    Task Complexity

    Challenge

    Feedback

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    In movie, when soldiers take oath, it can be seen that they get specific goal of being ready to die for

    country & to serve the nation during their employment. In actual life also, in an organisation of an army

    they have depicted it from time to time. During the war time soldiers have time bound goals. If Soldiers

    miss then people of the nation get hit.

    Researches show that task performance is affected positively in organization with specific goal clarity

    than in organization with no goal clarity at all. Goal clarity influence organization commitment by

    affecting task performance of employees. Goals Enhancement can serve to clarify the person's role in

    organization and to intensify the person's awareness of associations among his liability and

    responsibilities of others. If goals of employment are illuminated, a considerable source of role

    uncertainty is reduced, this in turns affect employee clarity of expectation. Goals are sources of

    Professional Challenge the level of challenge being affected by goal difficulty. Amplification in

    difficulty of goal increases job difficulty. (Denis D. Umstot, 1994)Locke summarized in number of

    researches it was depicted magnification of goals intensify performance of employees (Locke, 1976)

    Oldham It was discovered that it not only boost importance of task but also bring sense to otherwise

    routine job Goal is focus on end results rather than measuring the ways how to achieve these goals thus

    making the work environment self- sufficient.

    When you use the SMART acronym to help you set goals, you ensure the clarity of the goal by making

    it Specific, Measurable and Time-bound.

    Setting clear goals is not a passive act. It doesn't happen automatically. You must take direct conscious

    action in order to make it so. Everything counts, and nothing is neutral. You are either moving towards

    your goals, or you're moving away from them. If you do nothing or if you act without clarity, then you

    are almost certainly a victim of "being outgoaled." In other words you are spending your time working

    on other people's goals without even knowing it. You are happily working to enrich your landlord, other

    businesses, advertisers, stockholders, etc. Each day you spend working without a sense of clarity about

    where you're headed is a step backwards for you. If you don't actively tend your garden, then weeds will

    grow automatically. Weeds don't need to be watered or fertilized. They just grow by themselves in the

    absence of an attentive gardener. Similarly, in the absence of conscious and directed action on your part,

    your work and your life will automatically become full of weeds. You don't need to do anything at all to

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    make this happen. And when you finally get around to taking a serious look at where you are and where

    you want to go, the first thing you'll have to do is pull out all those weeds.

    2. Commitment

    Goals must be understood and agreed upon if they are to be

    effective. Employees are more likely to "buy into" a goal if they

    feel they were part of creating that goal. The notion of

    participative management rests on this idea of involving

    employees in setting goals and making decisions.

    One version of SMART for use when you are working with someone else to set their goals has A

    and R stand for Agreed and Realistic instead of Attainable and Relevant. Agreed goals lead to

    commitment.

    In Movie, Karan Shergil gets task capture a peak which not only look immposible but also a task that

    can cause life. But karan shergil goes to colonel damble & promises that either task will be completed or

    he will not return alive. This is an Example of very high Commitement towards goal & organisation.

    This doesn't mean that every goal has to be negotiated with and approved by employees. It does mean

    that goals should be consistent and in line with previous expectations and organizational concerns. As

    long as the employee believes that the goal is consistent with the goals of the company, and believes the

    person assigning the goal is credible, then the commitment should be there.

    Interestingly, goal commitment and difficulty often work together. The harder the goal, the more

    commitment is required. If you have an easy goal, you don't need a lot of motivation to get it done.

    When you're working on a difficult assignment, you will likely encounter challenges that require a

    deeper source of inspiration and incentive.

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    As you use goal setting in your workplace, make an appropriate effort to include people in their own

    goal setting. Encourage employees to develop their own goals, and keep them informed about what's

    happening elsewhere in the organization. This way, they can be sure that their goals are consistent with

    the overall vision and purpose that the company seeks.

    The Basic Finding from Goal Setting Theory is that under certain conditions difficult goals can lead to

    higher level of performance relative to vague or easy goals. One of the most often cited assumption or

    condition necessary to that specific or difficult goal is commitment to that specific or difficult goal.

    Organisational commitment is defined as the strength of an employees identification with the

    organisation. It has three components: 1) belief in and acceptance of the organisation goals and values,

    2) willingness to exert considerable effort on behalf of the organisation and 3) desire to maintain

    membership in the organisation. Organisational commitment goes well beyond company loyalty. It

    means that employees actively promote the organisation to interested parties or to those who are affected

    by the organisations actions. In other words, the committed employee would defend the organisations

    reputation in the face of criticism. It is also indicated by an employees willingness to give something of

    by being a mentor himself to the organisation. When employees defend their employer and promote the

    organisations goals; they are strengthening their organisational commitment. Our current period of

    economic insecurity has eroded the employees view of the employment relationship from the

    standpoint of organisational commitment. People who used to take their jobs and permanent rises in

    their standard of living for granted have been jolted by the realities of stubbornly high unemployment

    and corporate downsizing.24 These causes of employee uncertainty have made those employees who

    remain on the job doubtful of their jobs and their abilities to ensure a comfortable economic future.

    Waves of downsizings and mergers cause employees to doubt the value of their expressions of

    organisational commitment. Continued deregulation of various industries exposes companies to

    competition from more efficient rivals. In turn, pressure builds on those companies to downsize and to

    adopt more productive, capital intensive production technologies. Shareholders demanding higher

    earnings and rising stock values contribute to managements willingness to pare labour costs through

    downsizing. It is unlikely that these causes of employee Angst will subside soon. To be sure, they will

    encourage workers and managers to withhold their organisational commitment.

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    3. Task Complexity

    The last factor in goal setting theory introduces two more requirements for success.

    For goals or assignments that are highly complex, take special care to ensure that the

    work doesn't become too overwhelming. People who work in

    Complicated and demanding roles probably have a high level of motivation already.

    However, they can often push themselves too hard if measures aren't built into the

    goal expectations to account for the complexity of the task. It's therefore important to

    do the following:

    1. Give the person sufficient time to meet the goal or improve performance.2. Provide enough time for the person to practice or learn what is expected and required for success.In Movie, also in real life Soldiers have undergone rigorous training therefore give them enough time &

    practice to make them prepare for war time.

    An important moderator of the positive relationship between goal assignment and performance is task

    complexity (Locke and Latham 2002). Task complexity is defined as the amount of processing or

    attention required by a task, or the amount of structure or clarity provided by a task (Bonner and

    Sprinkle 2002, pg 319). Business environments vary from settings where managing is a relatively

    complex task (e.g., management of an international, multi-location automotive company), to less

    complex settings (e.g., management of a single location coffee shop) where managing is low in

    complexity (Miller 1988; Goll and Rasheed 1997). The complexity of the task alters the effect of goals

    on individuals performance (Wood et al. 2000), the effort participants direct to strategy development

    (Bonner and Sprinkle 2002), and the relationship between effort and performance (Bonner and Sprinkle

    2002). Indeed, complexity is considered to be one of the most important determinants of performance in

    accounting settings (Bonner 1994; Bonner and Sprinkle 2002). Thus, in order to fully predict how goal

    assignment will affect a decision makers performance, the

    complexity of the task must be considered. Much of the incentive contracting and goal setting literature

    in accounting (Libby 2001; Hannan 2005; Schulz et al. 2008) and psychology (Heath et al. 1999; Locke

    and Latham 2002; Seijts and Latham 2005) examines participant performance using low

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    complexity tasks. A low complexity task is one where performance is largely a function of the effort

    exerted. Low complexity tasks used in prior research include solving math problems (Earley and

    Lituchy 1991), translating symbols into letters of the alphabet (Libby 2001), and recoding three digit

    numbers into alphabet letters (Schulz et al. 2008). Such tasks allow researchers to examine the effects of

    goals and incentives on performance where relatively low amounts of cognitive processing or attention

    are required for task completion. In low complexity tasks, goals have a positive effect on performance

    through increased motivation and effort to meet the assigned goals (Wood et al. 1987; Locke and

    Latham 2002). Higher complexity tasks require more information processing and attention by

    individuals than simple tasks. Complex tasks often include one of the following characteristics: multiple

    ways to arrive at the desired outcome, multiple possible outcomes, sequential completion of a series of

    related tasks, conflicting decisions, and outcome uncertainty (Campbell 1988; Bonner et al. 2000; Wood

    et al. 2000; Bonner and Sprinkle 2002). Complex tasks used in prior research include: the allocation of

    employees to different production sub functions (Bandura and Wood 1989; Wood et al. 1990), making

    strategic management decisions using a business simulation game (Chesney and Locke 1991), creating

    stock portfolios for clients (Gilliland and Landis 1992) and considering financial statement audit

    procedures (Bonner et al. 2000).

    Task Complexity and Goal Setting

    In a meta-analysis of 125 studies, Wood et al. (1987) observe that goal-setting effects are strongest for

    simple tasks and weakest for complex tasks. In other words, the assignment of a goal for a complex task

    frequently does not result in the positive performance effects observed in simple tasks (Kanfer et al

    1994; Winters and Latham 1996). In an experimental study where participants were asked to perform a

    complex series of air traffic control tasks, those assigned a goal based on overall performance performed

    worse than those not assigned a goal but simply told to do their best (Kanfer et al. 1994). Wood et al

    (1990) compared employee allocation decisions of managers completing a task of either low or highcomplexity. In their experiment, task complexity increased with the number of employees managers

    were required to allocate to various jobs. Wood et al. (1990) show that the assignment of a challenging

    goal positively impacted performance in the low complexity condition, but not in the high complexity

    condition. The positive effects of goals on performance become weaker as task complexity increases

    because increased task related effort and task attention do not necessarily lead to performance

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    improvements unless individuals exert sufficient cognitive effort to identify successful task strategies

    (Wood 1986; Wood et al. 1987; Campbell 1988; DeShon and Alexander 1996; Bonner and Sprinkle

    2002).

    CHALLENGE

    One of the most important characteristics of goals is the level of challenge. People are often motivated

    by achievement, and they'll judge a goal based on the significance of the anticipated accomplishment.

    When you know that what you do will be well received, there's a natural motivation to do a good job.

    Rewards typically increase for more difficult goals. If you believe you'll be well compensated or

    otherwise rewarded for achieving a challenging goal, that will boost your enthusiasm and your drive to

    get it done.

    Setting SMART goals that are relevant links them closely to the rewards given for achieving challenging

    goals. Relevant goals will mainly mean the aims of your organization, and these are the kinds of goals

    that most employers will be happy to reward.

    When setting goals, make each goal a challenge. If an assignment is easy and not viewed as very

    importantand if you or your employee dont expect the accomplishment to be significant then the

    effort may not be impressive.

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    S.M.A.R.T. GOALS

    The above goal conditions for positively affecting motivation and performance have commonly been

    referred to as SMART goals. Kenneth Blanchard and Spencer Johnson first developed the SMART goal

    system when branching the concept of goal theory beyond academia into the area of management and

    leadership (Blanchard, Zigarmi, & Zigarmi, 1985). The meanings for the of Blanchard and Spencer's

    SMART goals have evolved over time and the moderm definitions are represented in the figure below :-

    The term raising the bar is a common metaphor for setting challenging goals. Therefore, to further

    explain the elements of SMART goals, an analogy of a track and field high jumper will be used to

    demonstrate how raising (or lowering) the bar affects motivation and performance. In addition

    examples of SMART goals will also be generalized in a management situation to demonstrate the

    various goal essentials and conditions.

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    S

    In order for goals to translate into motivation and improved performance, goals must be specific.

    A goal to just jump higher is too general. Instead, an example of a specific goal would be to improve

    high jump by three inches

    A management goal to improve profits is too general. This broad goal could include increasing sales,

    reducing costs, or a combination thereof. A more specific goal would be to increase sales by 8%.

    M

    Goals must be measurable to be able to provide progress feedback and to know when the goal is

    achieved.

    Three inches (and increments below, between, and above) are both measurable and specific in order

    for the high jumper to be able to gauge his progress and achievement. Therefore, instead of the goal

    being improve high jump by three inches, the jumpers goal could be to increase high jump from 64

    inches to 67 inches

    Similarly, the manager can measure the progress of the sales figures to understand how much focus

    and resources to dedicate to achieving the goal. Therefore, a goal of increasing sales from $80,000 to

    $86,400 is more specific and measurable than the ambiguous goal to just increase sales.

    A

    A goal must be assignable to an individual or a group

    Because high jumping is an individual goal, the high jumper would assign this goal to himselfor

    perhaps the high jumpers coach might assign this goal to the jumper

    In the sales example, the manager must be able to assign the goal to a specific person or department.

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    R

    The goal must be challenging, yet realistic

    Lowering the bar for a high jumper could not realistically increase motivation nor enhance

    performance. Similarly, setting a goal to raise the bar ten feet is not a realistic or attainable goal and

    would therefore not positively affect motivation or performance

    Similarly, increase sales by 300% may not be a realistic and attainable goal. By setting goals

    unrealistically high, the manager may not see increased motivation or performance in the sales team.

    T

    In order for goals to positively affect motivation and performance, goals must be time-related

    For the high jumper, he may set a time within three months which may provide a realistic time frame

    to meet his goal. However, a time line of tomorrow may make achieving the goal unrealistic

    Similarly, before Im forty may be a time line that is so far into the future and lacks urgency and

    motivation.

    A realistic time line for our manager might be by the end of next quarter. Increasing sales by 8% by

    the end of the week may be too aggressive, and before the company goes bankrupt is too vague of a

    time line.

    ACHIEVING GOALS AND FEEDBACK

    Achieving Goals

    When you have achieved a goal, take the time to enjoy the satisfaction of having achieved the goal.

    Absorb the implications of the goal achievement, and observe the progress you have made towards other

    goals. If the goal was a significant one, or one that you had worked towards for some time, take the

    opportunity to reward yourself appropriately.

    Feedback: Failure

    Where you have failed to reach a goal, ensure that you learn the lessons of the failure.

    that you didn't try hard enough that your technique, skills or knowledge were faulty and need to be enhanced

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    that the goal you set was unrealistic

    Use this information to adjust the goal if it was set too high, or to set goals to acquire new skills or

    knowledge. Feeding back like this turns everything into a positive learning experience - even failing to

    meet a goal is a step forward towards perfect performance!

    Feedback: Success

    Where you have achieved a goal this should feed back into your next goals:

    If the goal was easily achieved, make your next goals harder If the goal took a dispiriting length of time to achieve, make the next goals a little easier

    If you learned something that would lead you to change goals still outstanding, do so If while achieving the goal you noticed a deficit in your skills, set goals to fix this.

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    Case Studysmartkpis.com

    Abstract- smartKPIs.com is an online platform for performance management knowledge integration. It

    offers high quality resources and collaboration functionality for the community of registered members

    enabling them to make smart decisions regarding their performance management initiatives. The websitewanted to apply the principles of goal-setting in order to give a real-life and hands on example of goal

    setting in progress. Through application of the principle of Goal-Setting the company was able to

    achieve maximum content creation and they had established a new record as far as wb traffic was

    concerned.

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    MANAGEMENT BY OBJECTIVES (MBO)

    It is a process of defining objectives within an organization so that management and employees agree to

    the objectives and understand what they need to do in the organization.

    The term "management by objectives" was first popularized

    by Peter Drucker in his 1954 book 'The Practice of Management'

    The essence of MBO is participative goal setting, choosing course

    of actions and decision making. An important part of the MBO is

    the measurement and the comparison of the employees actual

    performance with the standards set.

    The basic principle behind Management by Objectives (MBO)

    is for employees to have a clear understanding of the roles and responsibilities expected of them.

    According to George S. Odiorne, the system of management by objectives can be described as a process

    whereby the superior and subordinate managers of an organization jointly identify its common goals,

    define each individual's major areas of responsibility in terms of the results expected of him, and use

    these measures as guides for operating the unit and assessing the contribution of each of its members

    A more systematic way to utilize goal setting is with a management by objectives program

    (MBO). It emphasizes participative setting of goals that are tangible, verifiable and measurable. MBO

    works from the bottom up as well as top down. Four ingredients are common to MBO programs:

    goal specificity, participation in decision making, an explicit time period and performance feedback.

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    MBO PROCESS :

    1. SET OR REVIEW ORGANIZATIONAL OBJECTIVESMBO starts with clearly defined strategic organizational objectives. If the organization

    isn't clear where it's going, no one working there will be either.

    2. CASCADING OBJECTIVES DOWN TO EMPLOYEESTo support the mission, the organization needs to set clear goals and objectives, which

    then need to cascade down from one organizational level to the next until they reach everyone.

    To make MBO goal and objective setting more effective, Drucker used the SMART

    acronym to set goals that were attainable and to which people felt accountable.

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    He said that goals and objectives must be:

    Specific Measurable

    Agreed

    Realistic Time related

    3. MONITOR PROGRESS

    Because the goals and objectives are SMART, they are measurable. They

    don't measure themselves though, so you have to create a monitoring system that signals when things are

    off track. This monitoring system has to be timely enough so that issues can be dealt with before they

    threaten goal achievement. With the cascade effect, no goal is set in isolation, so not meeting targets in

    one area will affect targets everywhere.

    On the other hand, it is essential that you ensure that the goals are not driving adverse behaviour

    because they have not been designed correctly. For instance, a call centre goal of finishing all calls

    within seven minutes might be useful in encouraging the staff to handle each call briskly, and not spend

    unnecessary time chatting. However, it might be that customers' calls were becoming more complex,

    perhaps because of a faulty new product, and call centre operators were terminating the call after 6

    minutes 59 seconds in order to meet their target, leaving customers to call back, frustrated.

    4. EVALUATE AND REWARD PERFORMANCE

    MBO is designed to improve performance at all levels of the

    organization. To ensure this happens, you need to put a comprehensive evaluation system in place. As

    goals have been defined in a specific, measurable and time-based way, the evaluation aspect of MBO is

    relatively straightforward.

    5. REWARD PERFORMANCE

    . Employees are evaluated on their performance with respect to goal achievement (allowing

    appropriately for changes in the environment.) All that is left to do is to tie goal achievement to reward,

    and perhaps compensation, and provide the appropriate feedback.

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    MBO FROM THE MOVIE:

    As the definition of MBO says , we see that the role played by Mr. Amitabh Bachchan depicts the

    concept of MBO very well. Being the chief of the regiment, he motivates them by telling the courageous

    stories of their fellow colleagues and seniors. He sets the goal clearly to them and cascades the goal to

    make the process more efficient. He makes sure everyone knows what there role is and what the ultimate

    goal is.Also he monitors the progress of the team and controls their actions by proper communication

    He keeps constant check as to what the team is doing and where the team is lagging. The main part of

    his role is that he ignites fire in the minds of his team members to reach goal. Also he rewards the team

    members aptly seeing their performance. He gives the team effective leadership and a source of

    motivation.

    ADVANTAGES OF MBO:

    1) MotivationInvolving employees in the whole process of goal setting and increasing employeeempowerment. This increases employee job satisfaction and commitment.

    2) Better communication and Coordination Frequent reviews and interactions between superiorsand subordinates help to maintain harmonious relationships within the organization and also to

    solve many problems.

    3) Clarity of goals4) Subordinates tend to have a higher commitment to objectives they set for themselves than those

    imposed on them by another person.

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    Case Study- Nuclear Decommisioning Authority.

    Abstract- The Nuclear Decommissioning Authority (NDA) is a non-departmental public body created

    through the Energy Act 2004. They are responsible for the cleanup of Nuclear waste and of Nuclear

    facilities and ensuring the safety of UK citizens against radioactive threats. The article describes how theconcepts of MBO are used in the business model of the NDA.

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    SELF EFFICACY.

    It refer to an individuals belief that he is capable of performing in a task or achieving its desire

    goal. Higher the self efficacy more is the confidence level of an individual. In difficult situations or

    negative feedback people with low self efficacy lower down their effort or give up altogether.

    It determines how a person feel, thinks, react, motivates and behaves in a specific situation.

    There are some factors that influence the self efficacy of an individual.

    Behavior

    Environment

    factor

    Personal

    factor

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    CATEGORIES.

    Lower in confidence Put minimal efforts

    for difficult task

    Negative feedbackcan deteriorate self

    belief

    Consistent failurehas lower down self

    efficacy

    Less productive

    This category of peopleanalyses the difficulty

    of situation and react to

    it according to the

    possibility. They are

    more practical and do

    not like to take

    chances.

    High confidence level Put extra efforts for

    difficult situation

    Negative feedbackboost efforts and

    alleviate self belief

    Repeated successenhances self efficacy

    More productive

    categories

    low moderate high

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    Psychoanalysis of different categories of Self Efficacy

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    VICARIOUS MODELING.

    In this process a person belief in his/her own self increases by observing others of similar caliber

    achieving or completing a task.

    When a student sees another student accomplish a task, the vicarious experience of observing a model

    can also have a strong influence on self-efficacy. By observing others like themselves perform tasks

    individuals make judgments about their own capabilities. If a student sees a friend doing well in a

    subject, he might believe he can also do so. A third grader observing other third graders learn

    multiplication tables is likely to believe that he can also learn them. The more students relate to the

    Factors of

    Self Efficacy.

    Enactive

    mastery

    Vicarious

    modeling.

    Verbal

    persuasion

    Physiolo

    gical

    factor

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    model being observed, the more likely the model's performance will have an impact on them. Unlike

    the self-efficacy beliefs derived from past experience, self efficacy information gleaned through

    observation is less stable. Once strong self-efficacy is developed from one's own personal successes, an

    occasional failure may not have negative effects; however, self-efficacy based on observing others

    succeed will diminish rapidly if observers subsequently have unsuccessful experiences of their own.

    Self-modeling, where a person observes themselves succeed is also a powerful influence. Watching

    video tapes of successful performances or viewing photographs of past accomplishments by peers can

    increase a persons confidence.

    VERBAL PERSUASION.

    In this process an individual become more confident after someone has motivated him about his

    capabilities and strength. The success of this method largely depends upon the influencer, his credibility

    and knowledge.

    A lawyer or a Business man (manager) must possess this in order to prevail.

    For instance in the movie Lakhsya, the role played by Amitabh Bachchan is apt as a motivational

    speaker, his subordinates are highly influenced by his speeches and would feel more motivated towards

    their goal.

    Factors influencing Verbal persuasion.

    1. Who the persuader is?2. His credibility.3. How experience is he and especially with respect to the current event.

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    ENACTIVE MASTERY:

    The most effective way of developing a strong sense of efficacy is through mastery experiences.

    Performing a task successfully strengthens our sense of self-efficacy. However, failing to adequately

    deal with a task or challenge can undermine and weaken self-efficacy. Successes build a robust belief inone's personal efficacy. Failures undermine it, especially if failures occur before a sense of efficacy is

    firmly established.

    If people experience only easy successes they come to expect quick results and are easily discouraged

    by failure. A resilient sense of efficacy requires experience in overcoming obstacles through perseverant

    effort. Some setbacks and difficulties in human pursuits serve a useful purpose in teaching that success

    usually requires sustained effort. After people become convinced they have what it takes to succeed

    they persevere in the face of adversity and quickly rebound from setbacks. By sticking it out throughtough times, they emerge stronger from adversity.

    Eg:

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    Fig. Enactive Mastery

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    PHYSIOLOGICAL FEEDBACK (AROUSAL):

    People also rely partly on their emotional states in judging their capabilities. They interpret their

    stress reactions and tension as signs of vulnerability to poor performance. In activities involving strength

    and stamina, people judge their fatigue, aches and pains as signs of physical inability. Mood also affects

    people's judgments of their personal efficacy. Positive mood enhances perceived self-efficacy

    despondent mood diminishes it. The fourth way of modifying self-beliefs of efficacy is to reduce

    people's stress reactions and alter their negative emotional proclivities and interpretations of their

    physical states.

    It is not the sheer intensity of emotional and physical reactions that is important but rather how they are

    perceived and interpreted. People who have a high sense of efficacy are likely to view their state of

    affective arousal as an energizing facilitator of performance, whereas those who are beset by self- doubts

    regard their arousal as a debilitator.

    ENACTIVE MASTERY IN MOVIE:

    During Hrithiks training days at the IMA he had undergone intensive training for rock climbing.

    When he was given the task of capturing the Tiger Hill for his country he was extremely confident that

    he would complete the task successfully and fulfill the expections of his Senior Amitabh Bachchan. Hishigh level of optimism can be attributed to his high Self-efficacy that he had attained by successfully

    completing his training at IMA.

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    SELF EFFICACY IN ORGANIZATIONS

    Self-efficacy theory suggests that increasing the self-efficacy of employees will boost

    motivation and performance. The basic idea behind this theory is that motivation and performance are

    determined by how successful people believe they can be. This is extremely useful in the workplace

    because employers can develop and improve self-efficacy beliefs in their employees by focusing on the

    four primary sources. Utilizing the sources of self-efficacy (performance outcomes, vicarious

    experiences, verbal persuasion, and emotional arousal) can improve employee's effort, persistence, goal

    setting, and performance on specific tasks. Applying vicarious experiences can be as simple as a

    waitress shadowing another experienced server or an apprentice learning his trade. Verbal persuasion

    can be used by showing praise for a job well done or by giving positive feedback on a specific task.

    Verbal persuasion can be used at any time and requires almost no effort.

    Managers can begin by setting up small, basic goals leading up to larger, more difficult ones in

    order for the employee to develop beliefs of efficacy as each one that is successfully completed. For

    example, if a new employee is assigned an extremely difficult task, the employee will likely experience

    self-doubt, stress, and threat of performing an unfamiliar task, resulting in an unsuccessful performance.

    However, if they are assigned a simple task and are able to experience initial success, with more difficult

    tasks being introduced slowly they are building high self-efficacy along the way . These tasks are

    examples of enactive mastery (performance outcomes), which are the most significant sources, used to

    develop self-efficacy.

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    Case Study- Self-Efficacy of Agricultural Farmers: A Case Study

    Debdulal Dutta Roy

    Indian Statistical Institute, Kolkata

    Abstract- The report discusses a survey into self-efficative Behaviour amongst farmers in West Bengal

    and the factors that affect self-efficacy. The report also discusses how farmers with high self efficacy

    were more likely to use fertilizers and other non-organic methods of improving crop production.

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    LEARNINGS FROM THE MOVIE-

    1- The Importance of Goals

    Many a time in the movie, the importance of having goals or setting goals was stressed upon.

    Karan, during his college days was an individual without a goal. As a result he was drifting

    through life without any particular direction at that point. Also important is to not lose sight of

    the goal despite the hardships that may come our way which was portrayed when Karan returned

    to the IMA despite not being able to adapt to life there early on.

    In our lives, it is important that we have some sort of goal or objective in place. We can expect to

    achieve something only when we set a certain level of expectation from ourselves.

    2- The Importance of Self Belief.

    Self-Belief is an underlying concept expressed in this movie. In this movie Karan shows

    tremendous self-belief. He believed that he could get admission into the IMA, and even though

    that belief wavered slightly he truly believed that he would graduate from the IMA as a

    distinguished cadet and officer. In his military career, Karan believed nothing was beyond the

    reach of him and his fellow brigade members and similarly he took upon the challenging task of

    recapturing Tiger Hill from enemy control.

    Similarly we have to believe in ourselves that we are very much capable of completing any task

    given to us and any task we taken upon ourselves.

    3- The Importance of Strategy

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    In the movie, Karan and his team are given the difficult task of recapturing Tiger Hill. To

    achieve that objective, they had not only a goal in place and immense self-belief but they also

    had a well thought plan which was successfully executed to achieve the objective.

    In real life, having a goal in place and the self-belief to achieve that goal is many a times not

    enough. One should also have a structured way to approach that goal and a strategy to achieve

    the objective.

    4- The Importance of Team work.The fact that Team-work is crucial for success is stressed throughout the film. The film

    realistically portrays Army life and also shows how important camaraderie is between Army

    men. In the Army, people depend on each other and would lay down their lives for others.

    Soldiers are willing to trust their fellow brothers-in-arms and their superior officers blindly.

    This also makes everyone work harder to ensure that the people who have trusted them are not

    let down. Thus everyone works in unison towards a common goal and a common objective.

    In our lives, we work in teams all the time. However to make a team effort click, we have to

    believe in the abilities of our team members to accomplish those goals and at the same work

    towards the goal keeping our Team members in mind.

    Learnings of the group

    Working towards a common goal.-

    As a group we learnt not only the importance of goals and goal setting but also the importance of Teams

    in accomplishing goals. After all what could be better than one person working towards a goal than 6

    people working towards the same goal. Because everyone is different, people have would have different

    ideas about what the precise nature of the goal should be and how it should be achieved. Thus it was

    important that we defined the goal taking everyones inputs into account while at the same time every

    team member should be satisfied.

    Effect of the Team on Individual Self-Belief-

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    Even if individually, we are generally confidant or have self-belief, fear and self-doubt can grip us

    occasionally. This was where the presence of the team in instilling self-belief came to the fore.

    Confidence is contagious thus the self-belief of any one member of the group would spread to the rest.

    Everyone helped each other in various aspects during this presentation thereby increasing the confidence

    of the team members. We were all in the same boat, thus the group also became a kind of a support

    group where we could overcome our problems without fear and free of repercussions.

    Planning around the Goal-

    Planning and strategy is one the most important aspects of Goal completion and it is absolutely crucial if

    one wants to achieve any objective. And while working as a team, planning and strategizing is

    absolutely crucial if the goal has to be attained. The path towards the goal has to be sub-divided so that

    all members of the team contribute fruitfully towards the objective. It should also take everyone

    strengths into account.

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    Bibliography-

    Organizational Behaviour- Stephen.P.Robbins

    http://www.smartkpis.com/blog/2010/02/25/applying-goal-setting-theory-in-practice-an-action-research-

    exercise/

    http://www.thetimes100.co.uk/download-nuclear-decommissioning-authority-edition-12-full-case-

    study_103_274_710

    Self-efficacy:The exercise of control- Albert Bandura

    http://medind.nic.in/jak/t09/i2/jakt09i2p323.pdf

    http://www.smartkpis.com/blog/2010/02/25/applying-goal-setting-theory-in-practice-an-action-research-exercise/http://www.smartkpis.com/blog/2010/02/25/applying-goal-setting-theory-in-practice-an-action-research-exercise/http://www.smartkpis.com/blog/2010/02/25/applying-goal-setting-theory-in-practice-an-action-research-exercise/http://www.thetimes100.co.uk/download-nuclear-decommissioning-authority-edition-12-full-case-study_103_274_710http://www.thetimes100.co.uk/download-nuclear-decommissioning-authority-edition-12-full-case-study_103_274_710http://www.thetimes100.co.uk/download-nuclear-decommissioning-authority-edition-12-full-case-study_103_274_710http://medind.nic.in/jak/t09/i2/jakt09i2p323.pdfhttp://medind.nic.in/jak/t09/i2/jakt09i2p323.pdfhttp://medind.nic.in/jak/t09/i2/jakt09i2p323.pdfhttp://www.thetimes100.co.uk/download-nuclear-decommissioning-authority-edition-12-full-case-study_103_274_710http://www.thetimes100.co.uk/download-nuclear-decommissioning-authority-edition-12-full-case-study_103_274_710http://www.smartkpis.com/blog/2010/02/25/applying-goal-setting-theory-in-practice-an-action-research-exercise/http://www.smartkpis.com/blog/2010/02/25/applying-goal-setting-theory-in-practice-an-action-research-exercise/