7/30/2019 1 OB FINAL

1/34

Management Process and Organization Behavior

Assignment Set- 1

7/30/2019 1 OB FINAL

2/34

Q.1 Write a note on the functions of management.

Management is an art of getting things done through people. The most commonly cited

functions of management are planning, organizing, leading, and controlling, although

some identify additional functions.

PLANNING

Planning is the function of management that involves setting objectives and determining

a course of action for achieving these objectives. Planning requires that managers be

aware of environmental conditions facing their organization and forecast futureconditions. It also requires that managers be good decision-makers.

Planning is a process consisting of several steps. The process begins with environmental

scanning, which simply means that planners must be aware of the critical contingencies

facing their organization in terms of economic conditions, their competitors, and their

customers. Planners must then attempt to forecast future conditions. These forecasts formthe basis for planning.

Planners must establish objectives, which are statements of what needs to be achieved

and when. Planners must then identify alternative courses of action for achievingobjectives. After evaluating the various alternatives, planners must make decisions about

the best courses of action for achieving objectives. They must then formulate necessary

steps and ensure effective implementation of plans. Finally, planners must constantlyevaluate the success of their plans and take corrective action when necessary.

There are many different types of plans and planning.

STRATEGIC PLANNING

Strategic planning involves analyzing competitive opportunities and threats, as well as

the strengths and weaknesses of the organization, and then determining how to positionthe organization to compete effectively in their environment. Strategic planning has a

long time frame, often three years or more. Strategic planning generally includes the

entire organization and includes formulation of objectives. Strategic planning is often

based on the organization's mission, which is its fundamental reason for existence. Anorganization's top management most often conducts strategic planning.

TACTICAL PLANNING

Tactical planning is intermediate-range planning that is designed to develop relatively

concrete and specific means to implement the strategic plan. Middle-level managers oftenengage in tactical planning. Tactical planning often has a one- to three-year time horizon.

7/30/2019 1 OB FINAL

3/34

OPERATIONAL PLANNING

Operational planning generally assumes the existence of objectives and specifies ways to

achieve them. Operational planning is short-range planning that is designed to developspecific action steps that support the strategic and tactical plans. Operational planning

usually has a very short time horizon, from one week to one year.

ORGANIZING

Organizing is the function of management that involves developing an organizationalstructure and allocating human resources to ensure the accomplishment of objectives. The

structure of the organization is the framework within which effort is coordinated. The

structure is usually represented by an organization chart, which provides a graphicrepresentation of the chain of command within an organization. Decisions made about the

structure of an organization are generally referred to as "organizational design" decisions.

Organizing also involves the design of individual jobs within the organization. Decisions

must be made about the duties and responsibilities of individual jobs as well as themanner in which the duties should be carried out. Decisions made about the nature of

jobs within the organization are generally called "job design" decisions.

Organizing at the level of the organization involves deciding how best to

departmentalize, or cluster jobs into departments to effectively coordinate effort. Thereare many different ways to departmentalize, including organizing by function, product,

geography, or customer. Many larger organizations utilize multiple methods of

departmentalization. Organizing at the level of job involves how best to design individualjobs to most effectively use human resources.

Job design was based on principles of division of labor and specialization, which

assumed that the more narrow the job content, the more proficient the individual

performing the job could become. However, experience has shown that it is possible forjobs to become too narrow and specialized. When this happens, negative outcomes result,

including decreased job satisfaction and organizational commitment and increased

absenteeism and turnover.

Many organizations have attempted to strike a balance between the need for workerspecialization and the need for workers to have jobs that entail variety and autonomy.

Many jobs are now designed based on such principles as job enrichment and teamwork.

The steps in organising process includes:

Identification of activities.

Classification of grouping of activities.

Assignment of duties.

Delegation of authority and creation of responsibility.

Coordinating authority and responsibility relationships.

7/30/2019 1 OB FINAL

4/34

LEADING

Leading involves influencing others toward the attainment of organizational objectives.

Effective leading requires the manager to motivate subordinates, communicateeffectively, and effectively use power. If managers are effective leaders, their

subordinates will be enthusiastic about exerting effort toward the attainment oforganizational objectives.

To become effective at leading, managers must first understand their subordinates'personalities, values, attitudes, and emotions. Therefore, the behavioral sciences have

made many contributions to the understanding of this function of management.

Personality research and studies of job attitudes provide important information as to howmanagers can most effectively lead subordinates.

CONTROLLING

Controlling involves ensuring that performance does not deviate from standards.

Controlling consists of three steps, which include establishing performance standards,comparing actual performance against standards, and taking corrective action when

necessary. Performance standards are often stated in monetary terms such as revenue,

costs, or profits, but may also be stated in other terms, such as units produced, number ofdefective products, or levels of customer service.

The measurement of performance can be done in several ways, depending on the

performance standards, including financial statements, sales reports, production results,

customer satisfaction, and formal performance appraisals. Managers at all levels engage

in the managerial function of controlling to some degree.

The managerial function of controlling should not be confused with control in the

behavioral or manipulative sense. This function does not imply that managers should

attempt to control or manipulate the personalities, values, attitudes, or emotions of theirsubordinates. Instead, this function of management concerns the manager's role in taking

necessary actions to ensure that the work-related activities of subordinates are consistent

with and contributing toward the accomplishment of organizational and departmentalobjectives.

Effective controlling requires the existence of plans, since planning provides the

necessary performance standards or objectives. Controlling also requires a clearunderstanding of where responsibility for deviations from standards lies. Two traditionalcontrol techniques are the budget and the performance audit. Although controlling is

often thought of in terms of financial criteria, managers must also control

production/operations processes, procedures for delivery of services, compliance withcompany policies, and many other activities within the organization.

7/30/2019 1 OB FINAL

5/34

The management functions of planning, organizing, leading, and controlling are widely

considered to be the best means of describing the manager's job as well as the best way to

classify accumulated knowledge about the study of management. Although there havebeen tremendous changes in the environment faced by managers and the tools used by

managers to perform their roles, managers still perform these essential functions.

7/30/2019 1 OB FINAL

6/34

Q.2 Discuss any two learning theories in detail.

There are three theories of learning: -Classical conditioning, operant conditioning and

social learning.

CLASSICAL CONDITIONING

Classical conditioning is a learning process in which an association is made between a

previously neutral stimulus and a stimulus that naturally evokes a response. For example,

in Pavlov's classic experiment, the smell of food was the naturally occurring stimulus that waspaired with the previously neutral ringing of the bell. Once an association had been made

between the two, the sound of the bell alone could lead to a response. It is important to be

familiar with the basic principles of the process.

THE CONDITIONED STIMULUS

The conditioned stimulus is previously neutral stimulus that, after becoming associated

with the unconditioned stimulus, eventually comes to trigger a conditioned response. In

our earlier example, suppose that when you smelled your favorite food, you also heardthe sound of a whistle. While the whistle is unrelated to the smell of the food, if the sound

of the whistle was paired multiple times with the smell, the sound would eventually

trigger the conditioned response. In this case, the sound of the whistle is the conditioned

stimulus.

THE UNCONDITIONED STIMULUS

The unconditioned stimulus is one that unconditionally, naturally, and automatically

triggers a response. For example, when you smell one of your favorite foods, you may

immediately feel very hungry. In this example, the smell of the food is the unconditionedstimulus.

THE CONDITIONED RESPONSE

The conditioned response is the learned response to the previously neutral stimulus. In

our example, the conditioned response would be feeling hungry when you heard thesound of the whistle.

THE UNCONDITIONED RESPONSE

The unconditioned response is the unlearned response that occurs naturally in response to

the unconditioned stimulus. In our example, the feeling of hunger in response to the smellof food is the unconditioned response.

7/30/2019 1 OB FINAL

7/34

SOCIAL LEARNING

Social learning theory focuses on the learning that occurs within a social context. It

considers that people learn from one another, including such concepts as observational

learning, imitation, and modeling. Among others Albert Bandura is considered theleading proponent of this theory.

General principles of social learning theory follow:

1. People can learn by observing the behavior is of others and the outcomes of those

behaviors.

2. Learning can occur without a change in behavior. Behaviorists say that learning has tobe represented by a permanent change in behavior, in contrast social learning theorists

say that because people can learn through observation alone, their learning may not

necessarily be shown in their performance. Learning may or may not result in a behaviorchange.

3. Cognition plays a role in learning. Over the last 30 years social learning theory has

become increasingly cognitive in its interpretation of human learning. Awareness and

expectations of future reinforcements or punishments can have a major effect on thebehaviors that people exhibit.

4. Social learning theory can be considered a bridge or a transition between behaviorist

learning theories and cognitive learning theories.

There are four important elements to be considered in Social Learning:

ATTENTION. In order to learn through observation, the student mustobviously be paying attention. We typically attend to people who are attractive,

popular, competent, or admired. In the classroom, the teacher must ensure student

attention to critical features of the lesson. When demonstrating a skill to bemastered, the teacher may need to have students looking over their shoulders to

ensure their attention is directed to the proper features of the situation.

RETENTION. In order to imitate the modeled behavior, the student mustremember it. Retention involves mentally representing the model's actions, most

likely as verbal steps, visual images, or both. Retention can be improved by

mental rehearsal or by actual practice.

7/30/2019 1 OB FINAL

8/34

PRODUCTION. Practice, feedback, and coaching can reproduce the behaviorof the model. A sense of self-efficacy, the belief that we are capable of

performing the behavior, is important.

MOTIVATION AND REINFORCEMENT. The student may not beable to perform until there is some incentive to do so. If reinforcement follows the

actions of a model, the motivation to pay attention, remember, and reproduce thebehavior is far more likely.

7/30/2019 1 OB FINAL

9/34

Q.3 Explain the classification of personality types given by Sheldon.

Sheldon (1954) , categorized people according to three body types and related these physical

differences to differences in personality. For his study of the human physique, Dr. Sheldon

started with 4,000 photographs of college-age men, which showed front, back and sideviews. By carefully examining these photos he discovered that there were three

fundamental elements which, when combined together, made up all these physiques orsomatotypes. With great effort and ingenuity he worked out ways to measure these three

components and to express them numerically so that every human body could be

described in terms of three numbers, and that two independent observers could arrive atvery similar results in determining a person's body type. These basic elements he named

endomorphy, mesomorphy and ectomorphy, for they seemed to derive from the three

layers of the human embryo, the endoderm, the mesoderm and the ectoderm.

Endomorphic body types are plump and round with a tendency to be relaxed and outgoing.

Mesomorphic physiques are strong and muscular, and usually energetic and assertive in

personality. Ectomorphic body types are tall and thin and tend to have a fearful and restrained

personality. Not only is it unlikely that personality can be mapped to body type, but the idea that

all people can be allocated to a small number of categories is challenged by modern trait theories.

Modern theorists view traits as continuous rather than discrete entities. So, rather than being

divided into categories, people are placed on a trait continuum representing how high or low each

individual is on any particular dimension. The assumption is that we all possess each of these

traits to a greater or lesser degree, and that comparison can be made between people. For

example, categorizing people into separate groups of sociable versus unsociable is considered

to be meaningless. Instead, it is considered more useful by trait theorists to determine the amount

of sociability each person exhibits. Personality theorists regard most traits as forming a normal

distribution, so some people will be very high in sociability and others very low, but most people

will be somewhere in the middle.

Endomorphs love comfort, food, affection, and being around people; even tempered,

easy to get along with [non-deviant]

7/30/2019 1 OB FINAL

10/34

Mesomorphs seek vigorous physical activity, risk-taking, adventure; more likely to be

indifferent to pain and aggressive, callous, even ruthless in relationships with others.

Ectomorphs are usually inhibited, reserved, self-conscious and afraid of people.

Sheldon measured the proportions of hundreds of juvenile delinquent boys and

conclude that they were generally mesomorphs.

Body types have been criticized for very weak empirical methodology and are notgenerally used in psychology. The use of somatotyping is used more often in alternative

therapies and Eastern psychology and spirituality.

Traits are underlying tendencies to behave in a consistent and distinctive style and

describe the frequency or intensity of a persons feelings, thoughts, or behaviors.

Possession of a trait is, therefore, a matter of degree.

7/30/2019 1 OB FINAL

11/34

Q.4 what are the factors influencing perception?

A number of factors operate to shape and sometimes distort perception These factors can

reside:

i) In the perceiver

ii) In the Object or target being perceived or

iii) In the context of the situation in which the perception is made.

7/30/2019 1 OB FINAL

12/34

1. PERCEIVER:

When an individual looks at a target and attempts to interpret what he or she stands for,

that interpretation is heavily influenced by personal characteristics of the individual

perceiver.

a) Attitudes: The perciver's attitudes affect perception. This attitude with doubtlessaffect his perceptions of the female candidates he interviews.

b) Moods: Moods can have a strong influence on the way we perceive someone.We think differently when we are happy than we do when we are depressed. In

addition, we remember information that is consistent with our mood state better thaninformation that is inconsistent with our mood state. When in a positive mood, we

form more positive impressions of other. When in a negative mood, we tend to

evaluate others unfavourably.

c) Motives: Unsatisfied needs or motives stimulate individuals and may exert astrong influence on their perceptions. For example, in an organizational context, aboss who is insecure perceives a sub ordinate's efforts to do an outstanding job as a

threat to his or her own position. Personal insecurity can be translated into the

perception that others are out to "get my job", regardless of the intention of thesubordinates.

d) Self Concept : An individual with a positive self-concept tends to noticepositive attributes in another person. In contrast, a negative self-concept can lead aperceiver to pick out negative traits in another person. Greater understanding of self

allows us to have more accurate perceptions of others.

e) Interest: The focus of our attention appears to be influenced by our interests.Because our individual interests differ considerably, what one person notices in a

situation can differ from what other perceive. For example, the supervisor who hasjust been reprimanded by his boss for coming late is more likely to notice his

colleagues coming late tomorrow than he did last week.

f) Cognitive structure: An individual's pattern of thinking, also affectsperception. Some people have a tendency to perceive physical traits, such as height,

weight, and appearance, more readily. Cognitive complexity allows a person to

perceive multiple characteristics of another person rather than attending to just a fewtraits.

g) Expectations: expectations can distort your perceptions in that you will see whatyou expect to see. The research findings of the study conducted by Sheldon S Zalking

and Timothy W Costello on some specific characteristics of the perceiver reveal

7/30/2019 1 OB FINAL

13/34

i) Knowing oneself makes it easier to see others accurately.

ii) One's own characteristics affect the characteristics one is likely to see in other.

iii) People who accept themselves are more likely to be able to see favourable aspectsof other people.

iv) Accuracy in perceiving others is not a single skill.

2) TARGET :

Characteristics in the target that is being observed can affect what is perceived.

Physical appearance pals a big role in our perception of others. Extremely attractive

or unattractive individuals are more likely to be noticed in a group than ordinarylooking individuals. Motions, sound, size and other attributes of a target shape the

way we see it.

Verbal Communication from targets also affects our perception of them. Nonverbalcommunication conveys a great deal of information about the target. The perceiver

deciphers eye contact, facial expressions, body movements, and posture all in aattempt to form an impression of the target.

3) SITUATION:

The situation in which the interaction between the perceiver and the target takes

place, has an influence on the perceiver's impression of the target. The strength of the

situational cues also affects social perception. Some situations provide strong cues as

to appropriate behaviour. In this situation, we assume that i.e individual's behaviourscan be accounted for by the situation, and that it may not reflect the individual's

disposition.

7/30/2019 1 OB FINAL

14/34

Q.5 Mr. Solanki is the VP- HR of a leading Financial services company.

He is having a meeting with Ms. Ramani leading HR consultant. Mr.

Solanki is concerned about creating an environment that helps in

increasing the job satisfaction amongst employees. Assume that you are

Ms. Ramani, the HR consultant. What suggestions you will give to Mr.

Solanki, for creating an environment that increases job satisfaction?

Job satisfaction is the sense of fulfillment and pride felt by people who enjoy their workand do it well. For an organization, satisfied work force ensures commitment to high

quality performance and increased productivity Job satisfaction helps organizations to

reduce complaints and grievances, absenteeism, turnover, and termination.MR. Solanki should be recommended to consider the following points to create the

environment which increases job satisfaction.

i) Mentally Challenging Work: Employees tend to prefer jobs that give them

opportunities to use their skills and abilities and offer a variety of tasks, freedom andfeedback on how well they are doing. Under conditions of moderate challenge, most

employees will experience pleasure and satisfaction.

ii) Personality-Job Fit: People with personality types congruent with their chosenvocations should find they have the right talents and abilities to meet the demands of theirjobs; and because of this success, they have a greater probability of achieving high

satisfaction from their work. It is important, therefore to fit personality factors with job

profiles.

iii) Equitable Rewards: Employees want pay systems and promotion policies that

they perceive as being just, unambiguous, and in line with their expectations. When payis seen as fair based on job demands, individual skill level, and industry pay standards,

satisfaction is likely to result. Similarly, employees seek fair promotion policies and

practices. Promotions provide opportunities for personal growth, more responsibilities

and increased social status. Individuals who perceive that promotion decisions are madein a fair and just manner are likely to experience job satisfaction.

iv) Supportive working conditions: Employees prefer physical conditions that arecomfortable and facilitate doing a good job. Temperature, light, noise and other

environmental factors should not be extreme and provide personal comfort. Further,

employees prefer working relatively close to home, in clean and relatively modern

facilities and with adequate tools and equipment.

v) Supportive Colleagues: Employees have need for social interaction. Therefore,having friendly and supportive co-workers and understanding supervisors leads to

increased job satisfaction. Most employees want their immediate supervisor to be

understanding and friendly, those who offer praise for good performance, listen to

employees opinions and show a personal interest in them.

7/30/2019 1 OB FINAL

15/34

vi) Whistle blowing: Whistle-blowers are employees who inform authorities ofwrongdoings of their companies or co-workers. Whistle blowing is important because

committed organizational members sometimes engage in unethical behaviour in anintense desire to succeed. Organizations can manage whistle blowing by communicating

the conditions that are appropriate for the disclosure of wrongdoing. Clearly delineating

wrongful behaviour and the appropriate ways to respond are important organizationalactions.

vii) Social Responsibility: Corporate social responsibility is the obligation of anorganization to behave in ethical ways in the social environment in which it operates.

Socially responsible actions are expected of organizations. Current concerns include

protecting the environment, promoting worker safety, supporting social issues, investingin the community, etc. Managers must encourage both individual ethical behaviour and

organizational social responsibility.

viii) Job enrichment: It is a deliberate upgrading of responsibility, scope, and

challenge in the work itself. Job enrichment usually includes increased responsibility,recognition, and opportunities for growth, learning, and achievement. Large companies

that have used job-enrichment programs to increase employee motivation and jobsatisfaction.

Workers role in job satisfaction.

A worker should also take some responsibility for his or her job satisfaction. Everett

proposed the following questions which employees ask themselves in regard to jobsatisfaction at the workplace:

1. When have I come closest to expressing my full potential in a work situation?2. What did it look like?

3. What aspects of the workplace were most supportive?

4. What aspects of the work itself were most satisfying?

5. What did I learn from that experience that could be applied to the present situation?

The following suggestions can help a worker find personal job satisfaction:

1. Seek opportunities to demonstrate skills and talents.

2. Develop communication skills.

3. Acquire job related skills and try to implement them.

4. Demonstrate creativity and initiative.

5. Improve team building and leadership skill.

6. Learn to de-stress.

7/30/2019 1 OB FINAL

16/34

Q.6 Given below is the HR policy glimpse of the VARK-LEARNING

a learning and training solutions company.

1. It offers cash rewards for staff members

2. It promotes the culture of employee referral and encourages people torefer people they know may be their friends, ex. Colleagues batch

mates, relatives.

3. What all needs do it takes care off according to maslows need

hierarchy

4. It recognizes good performances and give fancy titles and jackets to

the people who perform well and also felicitates them in the Annual Day

of the company.

What all aspects does it takes care of according to the Maslows Need

Hierarchy ?

The following needs are taken care of according to Maslows Hierarchy of NeedsTheory:

According to this theory, proposed by Maslow (1943), human beings have wants anddesires which influence their behavior, only unsatisfied needs can influence behavior,

satisfied needs cannot. The needs are arranged in order of importance, from the basic to

the complex. The person advances to the next level of needs only after the lower levelneed is at least minimally satisfied. The further they progress up the hierarchy, the more

individuality, humanness and psychological health a person will show.

The first point of rewarding the staff members with cash shows the physiological needs

which is satisfied, the staff members will be satisfied to receive any form of monetary

benefits which encourages him to perform better

The second point is the promotion of referral for employees, this shows that the social

need can be satisfied as with referrals the employee feels to be a part of the company

being responsible for the referral given to the firm, an employee feels belongingness tohis firm/company

The fourth point of recognition and felicitation for the good performance shown by theemployee satisfies the esteem and self-actualization, the esteem need will take care of the

recognition of ones work which improves achievement realization and self respect for

ones work which in turn gains him the status recognition and attention within thecompany.

The employees drive to become what he is capable of including ones growth is satisfied

with the self-actualization needs, along with ones growth the employee gains the

7/30/2019 1 OB FINAL

17/34

confidence to achieve to his fullest potential and this gives him the satisfaction of self-

fulfillment.

These are among the few things which are satisfied by Maslows Need Hierarchy the

hierarchy is clearly stated below which shows all the 5 basic needs required by an

employee of the company/firm. Maslow was a contributor who influenced the humanaspects of management in workplace

Maslows Need Hierarchy Pyramid.

The five needs are:

1. Physiological: Includes hunger, thirst, shelter, and other bodily needs

2. Safety: Includes security and protection from physical and emotional harm

3. Social: Includes affection, belongingness, acceptance, and friendship

http://en.wikipedia.org/wiki/File:Maslow%27s_Hierarchy_of_Needs.svg

7/30/2019 1 OB FINAL

18/34

4. Esteem: Includes internal esteem factors, such as, self-respect, autonomy, andachievement; and external esteem factors, such as, status, recognition, and attention

5. Self-actualization: The drive to become what one is capable of becoming; includesgrowth, achieving ones potential, and self-fulfillment

Maslow separated the five needs into higher and lower orders. Physiological and safety

needs are described as lower-order. Social, esteem, and self-actualization are classified as

higher-order needs. Higher-order needs are satisfied internally, whereas, Lower-orderneeds are predominantly satisfied, externally.

7/30/2019 1 OB FINAL

19/34

Management Process and Organization Behavior

Assignment Set- 2

7/30/2019 1 OB FINAL

20/34

Q.1 Write a note on classical era for evolution of Organization

behaviour.

Classical era covers the period between 1900 to mid 1930s. The first general theories ofmanagement began to evolve and the main contributors during this era were Frederick

Taylor, Henri Fayol, Max Weber, Mary parker Follet and Chester Barnard.

Frederick Taylors main emphasis was on finding one best way of doing each job. He

stressed on selecting the right people for the job, train them to do it precisely in one best

way. He favored wage plans to motivate the workers. His scientific principles ofmanagement stressed the following principles:

(i) Shift all responsibility for the organization of work from the worker to the manager;managers should do all the thinking relating to the planning and design of work, leaving

the workers with the task of implementation.(ii) Use scientific methods to determine the most efficient way of doing work; assign the

workers task accordingly, specifying the precise way in which the work is to be done.(iii) Select the best person to perform the job thus designed.

(iv) Train the worker to do the work efficiently.

(v) Monitor worker performances to ensure that appropriate work procedures arefollowed and that appropriate results are achieved.

Taylor was one of the first to attempt to systematically analyze human behavior at work.He insisted the use of time-and-motion study as a means of standardizing work activities.

His scientific approach called for detailed observation and measurement of even the most

routine work, to find the optimum mode of performance.The results were dramatic, with productivity increasing significantly. With passing time,

new organizational functions like personnel and quality control were created. Of course,

in breaking down each task to its smallest unit to find what Taylor called the one best

way to do each job, the effect was to remove human variability. Hence he laid theground for the mass production techniques that dominated management thinking in the

first half of the twentieth century.

Henri Fayol, a mining engineer and manager by profession, defined the nature and

working patterns of the twentieth-century organization in his book, General and Industrial

Management, published in 1916. In it, he laid down what he called 14 principles of

management. This theory is also called the Administrative Theory. The principles of thetheory are:

(i). Division of work: tasks should be divided up with employees specializing in a limited

set of tasks so that expertise is developed and productivity increased.(ii). Authority and responsibility: authority is the right to give orders and entails

enforcing them with rewards and penalties; authority should be matched with

corresponding responsibility.

7/30/2019 1 OB FINAL

21/34

(iii). Discipline: this is essential for the smooth running of business and is dependent on

good leadership, clear and fair arguments, and the judicious application of penalties.

(iv). Unity of command: for any action whatsoever, an employee should receive ordersfrom one superior only; otherwise authority, discipline, order, and stability are

threatened.

(v). Unity of direction: a group of activities concerned with a single objective should beco-coordinated by a single plan under one head.

(vi). Subordination of individual interest to general interest: individual or group goals

must not be allowed to override those of the business.

(vii). Remuneration of personnel: this may be achieved by various methods but it should

be fair, encourage effort, and not lead to overpayment.(viii). Centralization: the extent to which orders should be issued only from the top of the

organization is a problem which should take into account its characteristics, such as size

and the capabilities of the personnel.

(ix). Scalar chain (line of authority): communications should normally flow up and downthe line of authority running from the top to the bottom of the organization, but sideways

communication between those of equivalent rank in different departments can bedesirable so long as superiors are kept informed.

(x). Order: both materials and personnel must always be in their proper place; people

must be suited to their posts so there must be careful organization of work and selectionof personnel.

(xi). Equity: personnel must be treated with kindness and justice.

(xii). Stability of tenure of personnel: rapid turnover of personnel should be avoided

because of the time required for the development of expertise.(xiii). Initiative: all employees should be encouraged to exercise initiative within limits

imposed by the requirements of authority and discipline.

(xiv). Esprit de corps: efforts must be made to promote harmony within the organizationand prevent dissension and divisiveness.

The management functions, that Fayol stated, consisted of planning, organizing,commanding, co-coordinating and controlling. Many practicing managers, even today,

list these functions as the core of their activities. Fayol was also one of the first people to

characterize a commercial organizations activities into its basic components. He

suggested that organizations could be sub-divided into six main areas of activity:(i). Technical

(ii). Commercial

(iii). Financial(iv). Security

(v). Accounting

(vi). Management.

In defining the core principles governing how organizations worked and the

contribution of management to that process, Fayol laid down a blueprint that has shaped

organization thinking for almost a century.

7/30/2019 1 OB FINAL

22/34

Max Weber developed a theory based on authority relations and was the pioneer in

looking at management and OB from a structural viewpoint. His theory is also known asbureaucratic theory in management. He described ideal types of organization and called it

a bureaucracy. This was a system marked by division of labor, a clearly defined

hierarchy, detailed rules and regulations and impersonal relationships. He wanted thisideal types construct to be taken as a basis for creating organizations in real world. The

detailed features of Webers ideal bureaucratic structure are a follows:

(i) Jurisdictional areas are clearly specified, activities are distributed as official duties(unlike traditional form where duties delegated by leader and changed at any time).

(ii) Organization follows hierarchical principle -- subordinates follow orders or superiors,

but have right of appeal (in contrast to more diffuse structure in traditional authority).

(iii) Intention, abstract rules govern decisions and actions. Rules are stable, exhaustive,

and can be learned. Decisions are recorded in permanent files (in traditional forms few

explicit rules or written records).(iv) Means of production or administration belong to office. Personal property separated

from office property.v) Officials are selected on basis of technical qualifications, appointed not elected, and

compensated by salary.

(vi) Employment by the organization is a career. The official is a full-time employee and

looks forward to a life-long career. After a trial period they get tenure of position and are

protected from arbitrary dismissal.

7/30/2019 1 OB FINAL

23/34

Q.2 . Write a note on different types of groups. Explain.

Group may be defined as the aggregation of small number of people who work for

common goals and develop a shared attitude. Groups come in many forms, shapes,

and sizes. Most managers belong to several different groups at the same time, someat work, some at community, some formally organized, and some informal and

social in nature. The most basic way of identifying types of groups is to distinguish

between:

Formal groups, and

Informal groups,

Formal groups are created and maintained to fulfill specific needs related to the overall

organizational mission:

a. Designed by Top management for achieving organizational goals

b. Concentrates more on the performance of jobc. People are placed in hierarchy and their status determined accordingly

d. Co-ordination of members are controlled through process, procedures etc

These groups are created by the organization and are intentionally designed to

direct members toward some important organizational goal. One type of formal

group is referred to as a command group (i.e., those who can legitimately giveorders to others). Formal organizational group also may be formed around some

specific task. Such a group is referred to as a task group. Unlike command groups,

a task group may be composed of individuals with some special interest orexpertise in a specific area regardless of their positions in the organizationalhierarchy.

The organizations managers to accomplish goals and serve the needs of theorganization deliberately create formal groups. The major purpose of formal groups

is to perform specific tasks and achieve specific objectives defined by the

organization. The most common type of formal work group consists of individualscooperating under the direction of a leader. Examples of formal groups are

departments, divisions, taskforce, project groups, quality circles, committees, and

boards of directors.

Informal Groups are created in the organization because of social and psychological

forces operating at the workplace. Informal groups in organizations are not formed or

planned by the organizations managers. Rather, they are self-created and evolve out ofthe formal organization for a variety of reasons, such as proximity, common interests, or

needs of individuals. It would be difficult for organization to prohibit informal working

relationships from developing.

7/30/2019 1 OB FINAL

24/34

a. A natural outcome at the work place & not designed and planned.b. Organization is coordinated by group norms and not by norms of the formal

organization.c. Such group associations are not specified in the blue-print of the formal organization.

These groups develop naturally among an organizations personnel without anydirection from management. One key factor in the emergence of informal groups is

a common interest shared by its members. For example, a group of employees who

band together to seek union representation may be called an interest group. Ofcourse, sometimes the interests that bind individuals together are far more diffuse.

Groups may develop out of a common interest in participating in sports, or going to

the movies, or just getting together to talk. These kinds of informal groups are

known as friendship groups.

7/30/2019 1 OB FINAL

25/34

Q.3 Explain the approaches of conflict management.

Conflict occurs when two or people have contradictory opinions. Conflict often arises

during periods of change when people feel threatened or uncertain about the future.Inevitably, conflict happens when people from different backgrounds get together to

achieve a common goal. Managing conflict using a combination of direct and indirectapproaches helps address problems, improve productivity and alleviate future conflicts.

DIRECT CONFLICT MANAGEMENT APPROCHES:

Avoidance

Avoiding, an indirect approach to managing conflict, occurs when people choose not to

address the issue. In some cases, this course of action only prolongs a more intense

conflict but in other cases, minimizing or eliminating exposure to behavioral annoyances,

such as smoking, results in workplace harmony.

Accommodation

When employees accommodate others to minimize conflict, they give in and do whateveranother person wants just to get along. Unresolved (more serious) issues may arise later.

For example, employees may take on unnecessary work to cover up another

employees lagging performance. On the other hand, accommodating another

person's style due to cultural differences may enrich the work environment. Thisindirect approach to handling conflict should be used with discretion.

Competition

Competing to resolve a conflict often results in a direct confrontation. If participants have

no interest in seeing another point of view or perspective, the situation escalates quickly.In the workplace, employees with conflicting ideas on how to complete procedures or

troubleshoot production problems may openly disagree. Some competition results in

healthy discourse. When competition reduces productivity and causes detrimental impactto personal and professional relationships, managerial intervention--to mediate the

conflict so both sides can resolve their differences--tends to be required.

Compromise

When people give up something to gain something, they use a direct approach toresolving conflict. Typically, both parties want to see an amicable solution. If participants

are willing and able to make concessions, the outcome tends to appease both parties. For

example, if one person wants to establish a target date for a product launch that conflictswith another event in his department, he may be willing to concede his position if an

attractive and suitable alternative can be proposed.

7/30/2019 1 OB FINAL

26/34

Collaboration

When people collaborate using a direct approach to managing conflict and unrest,everyone wins. Examining problems together working creatively to resolve them builds

team camaraderie and helps solidify working partnerships. Process improvement projects

typically rely on teams of people actually doing to work to objectively analyze theirbehavior so changes can be made. Working together, they resolve issues faster and more

effectively.

INDIRECT CONFLICT MANAGEMENT APPROCHES:

This includes reduced interdependence, appeals to common goals, hierarchical referral,and alterations in the use of mythology and scripts.

Reduced interdependence when a work flow conflict exists, managers can adjust the level

of interdependency among units or individuals. To reduce the conflict, contact betweenconflicting parties may be reduced. The conflicting units can then be separated from one

another, and each can be provided separate access to resources. Buffering is another

technique to build an inventory, or buffer, between the two groups so that any outputslowdown or excess is absorbed by the inventory and does not directly pressure the target

group.

Appeals to common goals can focus on the mutual interdependence of the conflict parties

to achieve the common goal of an origination.

7/30/2019 1 OB FINAL

27/34

Q.4 The environmental stressors have a great impact on work

performance and adjustment of the individual in an organization.

Discuss the different categories of environmental stressors.

Environmental and internal conditions that lie beyond an individuals control are called

environmental stressors. Such stressors can have a considerable impact on workperformance and adjustment. We can organize environmental stressors into the following

categories:

Task Demands: Task demands are factors related to a persons job. They include thedesign of the individuals job, working conditions, and the physical work layout. Changes

and lack of control are two of the most stressful demands people face at work.

Role Demands: The social-psychological demands of the work environment may beevery bit as stressful as task demands at work. Role demands relate to pressures placed ona person as a function of the particular role he or she plays in the organization.

Role conflict results from inconsistent or incompatible expectations communicated to aperson. The conflict may be an inter-role, intra-role or person-role conflict.

Inter-personal Demands: Interpersonal demands are pressures created by otheremployees. Lack of social support from colleagues and poor interpersonal relationships

can cause considerable stress, especially among employees with a high social need.

Abrasive personalities, sexual harassment and the leadership style in the organization are

interpersonal demands for people at work.

Physical Demands: Non-work demands create stress for people, which carry overinto the work environment or vice versa. Workers subject to family demands related tomarriage, child rearing and parental care may create role conflicts or overloads that are

difficult to manage. In addition to family demands, people have personal demands related

to non-work organizational commitments such as religious and public serviceorganizations.

7/30/2019 1 OB FINAL

28/34

Q.5 Given below are certain instances observed by the summer trainee

Ritu, while making an observational study at GlobalGreen consultants.

An organization dealing with recycling of plastic products waste etc.

She makes the following observation about two key people in the

organization.

1. Mr. Patnayak He is a very friendly person and encourages his team

members by giving those recommendations and appreciations. This

helps HR to decide about giving a bonus or promotion to employees.

2. Mr. Dutta - He is an aggressive person. He frequently loses his

temper. Ritu observes that he frequently punishes the non-performers

and also give them warnings regarding suspension etc.

Now explain what base of power does Mr. Patnayak and Mr. Dutta

belongs to. Explain the type of power they use often.

Types of Power

1. Position. Some measure of power is conferred on the basis of ones formal position

in an organization. For example, a marketing manager can influence the decisions that

affect the marketing department. However, the marketing manager has little power to

influence the decisions that affect the finance department.

2. Knowledge or expertise. People who have knowledge or expertise can wield

tremendous power. Of course, knowledge in itself is not powerful. It is the use ofknowledge and expertise that confers power. Thus, you could be an incredibly bright

person and still be powerless.

3. Character or ethics. The more trustworthy individuals are, the more power they

have in negotiations. The big issue here is whether they do what they say they are going

to doeven when they no longer feel like doing it.

4. Rewards. People who are able to bestow rewards or perceived rewards hold power.

Supervisors, with their ability to give raises, hold power over employees. Money canhave power. But money, like anything else, holds very little power if it is not distributed.

5. Punishment. Those who have the ability to create a negative outcome for a

counterpart have the power of punishment. Managers who have the authority to

reprimand and fire employees hold this type of power. State troopers and highway patrol

officers who have the ability to give out speeding tickets also have this power.

7/30/2019 1 OB FINAL

29/34

6. Gender. Dealing with someone of the opposite sex can confer power. We have

videotaped many negotiation case studies in which the turning point came when a woman

casually touched a mans hand or arm to make her point.

7. Powerlessness. In some instances, giving up all power can be very powerful. If a

kidnapper threatens a hostage with death enough times, the hostage may just challenge

the kidnapper to go ahead and kill him. At the point that the hostage gives up power, or

control over his own death, the kidnapper actually loses power.

8. Charisma or personal power. When we ask participants in our seminars for

examples of leaders who have had charisma or personal power, invariably the names of

Mother Teresa, John F. Kennedy, and Ronald Reagan come up. When we ask, What do

all three of these leaders have in common? participants usually respond, Passion and

confidence in what they believe in.

9. Lack of interest or desire. In negotiations, as in many other areas of life, the side

with the least interest in what is being negotiated holds the most power. If you are buying

a house and you really do not care if you purchase the house you are currently negotiating

for or the one down the street, you will most likely hold more power in the negotiation

unless, of course, the sellers could care less if they sell the house today or live in it for

another ten years!

10. Craziness. This may sound funny, but bizarre or irrational behavior can confer atremendous amount of power. Every organization has someone who blows up or behaves

irrationally when confronted with problems. Those who have been exposed to this type of

behavior tend to avoid such individuals. As a result, these individuals are not given many

tasks to accomplish because others are afraid to ask them.

7/30/2019 1 OB FINAL

30/34

7/30/2019 1 OB FINAL

31/34

has been defined and a SWOT (strengths, weaknesses, opportunities and threats) analysis

is completed, an organization can then define its measures, goals, strategies, etc. More

information on this is in the next article, "Moving from the Future to your Strategy."

Level 3 - Reengineering (Structurally Changing) Your Processes.

Either as an aftermath or consequence of level one or two work or as an independent

action, level three work focuses on fundamentally changing how work is accomplished.

Rather than focus on modest improvements, reengineering focuses on making major

structural changes to everyday with the goal of substantially improving productivity,

efficiency, quality or customer satisfaction. To read more about level 3 organizational

changes, please see "A Tale of Three Villages."

Level 4 - Incrementally Changing your Processes.

Organizational changes are focusing in making many small changes to existing work

processes. Oftentimes organizations put in considerable effort into getting every

employee focused on making these small changes, often with considerable effect.

Unfortunately, making improvements on how a buggy whip for horse-drawn carriages is

made will rarely come up with the idea that buggy whips are no longer necessary because

cars have been invented. To read more about level 4 organizational changes and how it

compares to level 3, please see "A Tale of Three Villages."

Some General Guidelines to Organization-Wide Change

1. Consider using a consultant. Ensure the consultant is highly experienced in

organization-wide change. Ask to see references and check the references.

2. Widely communicate the potential need for change. Communicate what you're doing

about it. Communicate what was done and how it worked out.

3. Get as much feedback as practical from employees, including what they think are the

problems and what should be done to resolve them. If possible, work with a team of

employees to manage the change.

4. Don't get wrapped up in doing change for the sake of change. Know why you're

making the change. What goal(s) do you hope to accomplish?5. Plan the change. How do you plan to reach the goals, what will you need to reach the

goals, how long might it take and how will you know when you've reached your goals or

not?

6.Focus on the coordination of the departments/programs in your organization, not on

each part by itself. Have someone in charge of the plan.

7. End up having every employee ultimately reporting to one person, if possible, and they

7/30/2019 1 OB FINAL

32/34

should know who that person is. Job descriptions are often complained about, but they

are useful in specifying who reports to whom.

8. Delegate decisions to employees as much as possible. This includes granting them the

authority and responsibility to get the job done. As much as possible, let them decide how

to do the project.

9. The process won't be an "aha!" It will take longer than you think.

10. Keep perspective. Keep focused on meeting the needs of your customer or clients.

11. Take care of yourself first. Organization-wide change can be highly stressful.

12. Don't seek to control change, but rather to expect it, understand it and manage it.

13. Include closure in the plan. Acknowledge and celebrate your accomplishments.

14. Read some resources about organizational change, including new forms and

structures

7/30/2019 1 OB FINAL

33/34

7/30/2019 1 OB FINAL

34/34