MB0038 Assignment set 2

Q1) What are the consequences of conflict in organsisations?

Ans :- Organizational Conflict can have both positive and negative consequences.Negative consequences: Increased costs (time, money) devoted to dealing witht h e c o n f l i c t , w a s t e d r e s o u r c e s a n d e n e r g y s p e n t d e a l i n g w i t h t h e c o n f l i c t , Decreased productivity, Lowered motivation, Decreased morale, Poor decision-making, Withdrawal and miscommunication or non-communication, Complaintsand blaming, Backstabbing and gossip, Attitudes of distrust and hostility (thatmay influence all future interactions, (Permanent) erosion to personal, work, andcommunity relationships, Harm to others not directly involved in the conflict,D a m a g e d e m o t i o n a l a n d p s y c h o l o g i c a l w e l l b e i n g o f t h o s e i n v o l v e d i n t h e conflict, Dissatisfaction and stress.Positive consequences: Leads to new ideas, Stimulates creativity, Motivatesc h a n ge, Promotes organizational vitality, Helps individuals and groups t oestablish identities, Serves as a safety valve to indicate problems, B u i l d s cooperation, Helps individuals to develop skills on how to manage c o n f l i c t s Improving quality decisions.

Q2 ) State the characteristics of management.

Ans :- The main characteristics of management are as follows:I.

Management is an activity: Management is an activity which is concerned withthe efficient utilization of human and nonhuman resources of production.II. Invisible Force: Management is an invisible force. Its existence can be feltthrough the enterprise or institution it is managing.III. Goal Oriented: Management is goal oriented as it aims to achieve somedefinite goals and objectives. According to the Haimann, "Effective management is always management by objectives". Managers and other personnel officersapply their knowledge, experience and skills to achieve the desired objectives.IV. Accomplishment through the efforts of Others : Managers cannot doeverything themselves. They must have the necessary ability and skills to getwork accomplished through the efforts of others.V. Universal activity: Management is universal. Management is required in alltypes or organizations. Wherever there are some activities, there ismanagement. The basic principles of management are universal and can beapplied anywhere and in every field, such as business, social, religious, cultural,sports, administration, educational, politics or military.VI. Art as well as Science: Management is both an art and a science. It is ascience as it has an organized body of knowledge which contains certainuniversal truths and an art as managing requires certain skills which apply moreor less in every situation.VII. Multidisciplinary Knowledge: Though management is a distinct discipline, itcontains principles drawn from many social sciences like psychology, sociologyetc.VIII. Management is distinct from ownership:

In modern times, there is a divorceof management from ownership. Today, big corporations are owned by a vastnumber of shareholders while their management is in the hands of paid qualified,competent and experienced managerial personnel.IX. Need at all levels : According to the nature of task and scope of authority,management is needed at all levels of the organization, i.e., top level, middleand lower level.X. Integrated process: Management is an integrated process. It integrates themen, machine and material to carry out the operations of the enterprise

Q3. Explain the four processes of Social Learning Theory.

Ans :- The Social Learning Theory was proposed by Albert Bandura. It recognizest h e i m p o r t a n c e o f o b s e r v i n g a n d m o d e l i n g t h e b e h a v i o r s , a t t i t u d e s , a n d emotional reactions of others. The four processes of Social Learning Theory are:a) Attention processes, b) Retention processes, c) Motor reproduction processes,d) Reinforcement processesa ) A t t e n t i o n p r o c e s s e s : S o c i a l C o g n i t i v e T h e o r y i m p l i e s t h a t y o u m u s t p a y attention for you to learn. If you want to learn from the behavior of them o d e l ( t h e p e r s o n t h a t d e m o n s t r a t e s t h e b e h a v i o r ) , t h e n y o u s h o u l d eliminate anything that catches your attention other than him. Also, themore interesting the model is, the more likely you are to pay full attentionto him and learn.b)Retention processes: The ability to store information is also an importantpart of the learning process. Retention can be affected by a number of factors, but the ability to pull up information later and act on it is vital toobservational learning.c)Reproduction processes: Once you have paid attention to the model andretained the information, it is time to actually perform the behavior youobserved. Further practice of the learned behavior leads to improvementand skill advancement.d)Reinforcement processes: Finally, in order for observational learning to besuccessful, you have to be motivated to imitate the behavior that hasbeen modeled. Reinforcement and punishment play an important role inmotivation. While experiencing these motivators can be highly effective,so can observing other experience some type of reinforcement orpunishment. For example, if you see another student rewarded with extracredit for being to class on time, you might start to show up a few minutesearly each day

Q4. What are the 14 principles of management of Henri Fayol?

Ans :- Following are the 14 principles of management of Henri Fayol: 1.DIVISION OF WORK: Work should be divided among individuals andgroups to ensure that effort and attention are focused on special portionsof the task. Fayol presented work specialization as the best way to use thehuman resources of the organization. 2.AUTHORITY: The concepts of Authority and r e s p o n s i b i l i t y a r e c l o s e l y related. Authority was defined by Fayol as the right to give orders and thepower to exact obedience. Responsibility involves being accountable, and istherefore naturally associated with authority. Whoever assumes authorityalso assumes responsibility. 3.DISCIPLINE: A successful organization requires the common effort of workers. Penalties should be applied judiciously to encourage this commoneffort.

4.UNITY OF COMMAND: Workers should receive orders from only onemanager. 5.UNITY OF DIRECTION: The entire organization should be movingtowards a common objective in a common direction. 6.SUBORDINATION OF INDIVIDUAL INTERESTS TO THE GENERALINTERESTS: The interests of one person should not take priority over theinterests of the organization as a whole. 7.REMUNERATION: Many variables, such as cost of living, supply of qualified personnel, general business conditions, and success of thebusiness, should be considered in determining a workers rate of pay. 8.CENTRALIZATION: Fayol defined centralization as lowering theimportance of the subordinate role. Decentralization is increasing theimportance. The degree to which centralization or decentralization shouldbe adopted depends on the specific organization in which the manager isworking. 9.SCALAR CHAIN: Managers in hierarchies are part of a chain likeauthority scale. Each manager, from the first line supervisor to thepresident, possess certain amounts of authority. The President possessesthe most authority; the first line supervisor the least. Lower level managersshould always keep upper level managers informed of their work activities. The existence of a scalar chain and adherence to it are necessary if theorganization is to be successful. 10.ORDER: For the sake of efficiency and coordination, all materialsand people related to a specific kind of work should be treated as equally aspossible. 11.EQUITY: All employees should be treated as equally as possible. 12.STABILITY OF TENURE OF PERSONNEL: Retaining productiveemployees should always be a high priority of management. Recruitmentand Selection Costs, as well as increased product-reject rates are usuallyassociated with hiring new workers. 13.INITIATIVE: Management should take steps to encourage workerinitiative, which is defined as new or additional work activity undertakenthrough self direction. 14.ESPIRIT DE CORPS: Management should encourage harmony andgeneral good feelings among employees.

Q5. Distinguish between internal and external forces of change.

Ans: Internal Forces:Poor financial performanceEmployee dissatisfactionInefficiency of existing business processes and systemsNeed to increase profitabilityExistence of cultural misfits to organisation goals and objectivesExternal Forces:Changes in technologyPolitical factorsGeneral macro-economic environmentChanges in consumer tastes, preferences, purchasing patterns & frequenciesDeclining market shares due to competition

Q6.Wright from papper.

A n s : - Per Sheldon`s theory of personality, below are the traits that Ms. Chanchalcan derive: Mr. Ravi represents Mesomorph body type. He is well-proportioned.Psychologically he is Adventurous, Courageous, Indifferent to what othersthink or want, Assertive/bold, Zest for physical activity, Competitive, Witha desire for power/dominance, And a love of risk/chance Mr. Gineesh represents Ectomorph body type. Psychologically he is Self-conscious, Private, Introverted, Inhibited, Socially anxious, Artistic,Intense, Emotionally restrained, Thoughtful Mr. Ramgopal represents Endomorph body type. Psychologically he isSociable, Fun-loving, Love of food, Tolerant, Even-tempered, Goodhumoured, Relaxed, With a love of comfort, And has a need for affection