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MBA SEMESTER 1 Name Registration No. Learning Center Learning Center Code No.

. Course Subject Semester Module No. Date of submission : Waseem Shaikh : 1302008717 : Halo Technologies. : 03223 : Master of Business Administration Finance : Management Process and Organizational Behaviour. : MBA Semester 1 : MB0038 : 13-05-2013.

Q1.Describe the concept of vision and mission in an organisation. Answer : Vision Statements and Mission Statements are the inspiring words chosen by successful leaders to clearly and concisely convey the direction of the organization. By crafting a clear mission statement and vision statement, you can powerfully communicate your intentions and motivate your team or organization to realize an attractive and inspiring common vision of the future. Mission Statement Creation To create your mission statement, first identify your organization's "winning idea". This is the idea or approach that will make your organization stand out from its competitors, and is the reason that customers will come to you and not your competitors (see tip below). 3. Next identify the key measures of your success. Make sure you choose the most important measures (and not too many of them!) 4. Combine your winning idea and success measures into a tangible and measurable goal. 5. Refine the words until you have a concise and precise statement of your mission, which expresses your ideas, measures and desired result. Example: Take the example of a produce store whose winning idea is "farm freshness". The owner identifies two keys measures of her success: freshness and customer satisfaction. She creates her mission statement which is the action goal that combines the winning idea and measures of success. 1. 2. Vision Statement Creation Once you've created your mission statement, move on to create your vision statement: First identify your organization's mission. Then uncover the real, human value in that mission. Next, identify what you, your customers and other stakeholders will value most about how your organization will achieve this mission. Distil these into the values that your organization has or should have. Combine your mission and values, and polish the words until you have a vision statement inspiring enough to energize and motivate people inside and outside your organization. Using the example mission statement developed for Farm Fresh Produce, the owner examines what she, her customers and her employees value about her mission.

Q2.(a) Define planning. Answer : f the five management functions planning, organizing, staffing, leading and controlling planning is the most fundamental. All other functions stem from planning. However, planning doesn't always get the attention that it deserves; when it does, many managers discover that the planning process isn't as easy as they thought it would be or that even the best-laid plans can go awry. Before a manager can tackle any of the other functions, he or she must first devise a plan. A plan is a blueprint for goal achievement that specifies the necessary resource allocations, schedules, tasks, and other actions. A goal is a desired future state that the organization attempts to realize. Goals are important because an organization exists for a purpose, and goals define and state that purpose. Goals specify future ends; plans specify today's means. The word planning incorporates both ideas: It means determining the organization's goals and defining the means for achieving them. Planning allows managers the opportunity to adjust to the environment instead of merely reacting to it. Planning increases the possibility of survival in business by actively anticipating and managing the risks that may occur in the future. In short, planning is preparing for tomorrow, today. It's the activity that allows managers to determine what they want and how they will achieve it. Not only does planning provide direction and a unity of purpose for organizations, it also answers six basic questions in regard to any activity: What needs to be accomplished? When is the deadline? Where will this be done? Who will be responsible for it? How will it get done? How much time, energy, and resources are required to accomplish this goal?

(b) Explain the importance of planning. Answer : 1. Increases efficiency Planning makes optimum utilization of all available resources. It helps to reduce wastage of important resources and avoids their duplication. It aims to give highest returns at the lowest possible cost. Planning thus increases the overall efficiency. 2. Reduces business-related risks There are many risks involved in any modern business. Planning helps to forecast these business-related risks. It also helps to take the necessary precautions to avoid these risks. Thus, planning reduces business risks. 3. Facilitates proper coordination Often, the plans of all departments of an organization are well coordinated with each other. Similarly, the shortterm, medium-term and long-term plans of an organization are also coordinated with each other. Such proper coordination is possible only because of efficient planning. 4. Aids in organising Organising means to bring together all available resources, i.e. 6Ms. Organising cannot be done without planning. This is because planning tells us how much resources are required, when it is required, so on. This means that planning aids in organising.

5. Gives right direction Direction means to give proper information, accurate instructions and right guidance to the subordinates. Direction cannot be done without planning. This is because planning tells us what to do, how to do it and when to do it. Therefore, planning helps to give right direction. 6. Keeps good control In control, the actual performance of an employee is compared with the plans, and deviations (if any) are found out and corrected. It is impossible to achieve such a control without right planning. Therefore, planning becomes important to keep a good control. 7. Helps to achieve objectives Every organization has certain goals or objectives or targets. It keeps working hard to fulfill these objectives. Planning helps an organization to achieve these objectives but with some ease and promptness. Planning also helps an organization to avoid doing some random (done by chance) activities. 8. Motivates the personnel A good plan provides various financial and non-financial incentives to both managers and employees. These incentives motivate them to work hard and achieve the objectives of the organization. Thus, planning through various incentives helps to motivate the personnel of an organization. 9. Encourages creativity and innovation Planning encourages managers to express and/or use their creativity and innovation. This brings satisfaction to the managers and success to the organization. 10. Helps in decision making A manager makes many different plans. Then manager selects or chooses the best of all available plans. Doing a selection or choosing something means to take a decision. So, decision making is facilitated by planning. Q3.(a) Why leading is important? Answer : Leadership is the process by which one individual influences the behaviors, attitudes and thoughts of others. Leaders set the direction by helping others see what lies ahead and rising to the challenges. They see everyones potential and encourage and inspire those around them. Leading by example is a trait of a true leader. A group of individuals with poor leadership will quickly degenerate into conflict, because everyone sees things differently and will naturally lean toward different solutions. Ethics Leaders can guide nations or businesses in either a positive or negative direction. For example, Adolf Hitler had strong leadership skills but put them to horrible uses. By contrast, the head of a charitable organization can use the same type of leadership skills to guide the group to help others. Ethics are a key element of leadership. They are the inner compass that motivates and directs a leader toward what is good and fair, and ethics help guide leaders in using their skills for noble purposes. Leading By Action Leaders must lead with their actions as well as their words. Leaders can effectively translate intention into reality by acting on the concepts and messages they teach and the things they say to those around them. Leadership is the act of setting the right example for those who follow. Leadership is about actively demonstrating your belief, not just talking about it. People who say one thing but do another eventually lose credibility. Standard by Example Leaders' actions set an unspoken standard about what is appropriate and what is not. Followers learn about acceptable behaviours through observation. For example, a leader can consciously or unconsciously set the dress code for an office by wearing a certain style of clothing to work. That's why it is important for leaders to check their own behaviours and lifestyles; followers will watch, learn and imitate what leaders do. Higher Standard For an organization to grow, the people within it also must grow. The way for leaders to bring a team to a higher standard is by committing to a greater challenge themselves. The abilities, talents and characteristics of leaders provide a larger foundation on which those around them can grow, both as individuals and as a group. By being the example of greater discipline and greater drive, a leader encourages those who follow him to adopt a higher standard as well.

(b) What are the characteristics of leading ? Answer : If you want to be a great leader it requires some indispensable characteristics and qualities. I have already written on some important Qualitys of a Leader, so today lets focus on some characteristic of an effective leader. 1. Visionary- A leader must have a clear picture of the future while remaining focused on the present. This can be hard because as Jonathan Swift said, Vision is the art of seeing things invisible. If a leader takes the time to think about the future of their industry and the possible changes, then they will see the invisible and stay ahead of todays fast paced society. Effective leaders have a clear picture of the future then gather people around them who can produce results which lead to the vision being accomplished. 2. Team Builder- An essential characteristic of leading others is the ability to build and maintain teams of people. Good leaders know the value of having a united team that can effectively work together to produce results. This can be done if a leader puts the right people in the right places within the team or organization. Doing this requires taking the time to know and understand your people 3. Communicator- A leader needs to be able to effectively communicate with others, both verbally and nonverbally. The leaders words and body language needs to be lined up with the message they are communicating. Becoming a better communicator is a skill every leader must develop. This is because so much of leadership is about communicating. James Hums said, The art of communication is the language of leadership. 4. Change Agent- Leaders need to avoid the dangers of not changing by becoming change agents. The status quo might be to stay the same and resist change but effective leaders chose to rise above the status quo and create change. Great organizations and teams only happen if the leader is moving forward. Many of the businesses and organizations that have fallen during the recession were resistant change and kept doing what they have always done. Those who have stayed strong have leaders who were creating change. 5. Producer- Effective leaders have the ability to produce and can influence others to produce results in given areas. The true test of an effective leader is their ability to produce desired results, whether its individual or team results. Its wise to remember leadership and results are closely connected with each other. Q4.(a) Define organisation behaviour (OB). Answer : Organizational behaviour is a field of study that investigates the impact that individuals, groups and structures have on behaviour within organization for the purpose of applying such knowledge towards improving an organization's effectiveness.[1] It is an interdisciplinary field that includes sociology, psychology, communication, and management; and it complements the academic studies of organizational theory (which is focused on organizational and intra-organizational topics) and human resource studies (which is more applied and business-oriented). It may also be referred to as organizational studies or organizational science. The field has its roots in industrial and organizational psychology. Whenever people interact in organizations, many factors come into play. Modern organizational studies attempt to understand and model these factors. Like all modernist social sciences, organizational studies seek to control, predict, and explain. There is some controversy over the ethics of controlling workers' behaviour, as well as the manner in which workers are treated (see Taylor's scientific management approach compared to the human relations movement of the 1940s). As such, organizational behaviour or OB (and its cousin, Industrial psychology) have at times been accused of being the scientific tool of the powerful.[citation needed] Those accusations notwithstanding, OB can play a major role in organizational development, enhancing organizational performance, as well as individual and group performance/satisfaction/commitment. (b) What are the limitations of OB? Answer : OB IS NOT A SOLUTION TOORGANISATION OB will not solve unemployment or abolish frustrations and conflicts in an organisation NARROW OUTLOOK Over emphasis on people in the organisation and does not throw lighten the interacting social element STRUCTURAL LIMITATIONS OB is not a solution to weed out inept organisation structure and deficiency. It only enables to understand human behaviour . OB IS ONLY DESCRIPTIVE BUTNOT PRESCRIPTIVE

It can describe a behaviour that has taken place but cannot prevent its recurrence. BEHAVIOURAL BIAS People who lack system understanding and become superficially infatuated with hob may develop a behavioural bias OB IS SELFISH AND EXPLOITING Serves interest of management and is product on capitalistic societies. OVEREMPHASIS ON OB PRACTICE MAYPRODUCE NEGATIVE RESULTS More of a good thing is not necessary good. Organizational effectiveness is achieved not by maximizing one human variable but by combining all system variables together in a balanced way. UNETHICAL MANIPULATION OF PEOPLE People who lack respect for the basic dignity of the human being could learn organizational behaviour ideas and use them for selfish ends OB MAY BE A FAILURE ON DOMESTICFRONT People who have grounding on OB disciplines have proved to be total wrecks in the family OB IS SIMPLY TO CREATE A SATISFIED WORKFORCE IS A MISTAKE goal of the company will not automatically translate into new products and outstanding customer service

Q5.(a) What is meant by emotional intelligence? Answer : We all have different personalities, different wants and needs, and different ways of showing our emotions. Navigating through this all takes tact and cleverness especially if we hope to succeed in life. This is where emotional intelligence becomes important. Emotional intelligence is the ability to recognize your emotions, understand what they're telling you, and realize how your emotions affect people around you. Emotional intelligence also involves your perception of others: when you understand how they feel, this allows you to manage relationships more effectively. People with high emotional intelligence are usually successful in most things they do. Why? Because they're the ones that others want on their team. When people with high EI send an email, it gets answered. When they need help, they get it. Because they make others feel good, they go through life much more easily than people who are easily angered or upset. Characteristics of Emotional Intelligence Daniel Goldman, an American psychologist, developed a framework of five elements that define emotional intelligence: Self-Awareness People with high emotional intelligence are usually very self-aware. They understand their emotions, and because of this, they don't let their feelings rule them. They're confident because they trust their intuition and don't let their emotions get out of control. They're also willing to take an honest look at themselves. They know their strengths and weaknesses, and they work on these areas so they can perform better. Many people believe that this self-awareness is the most important part of emotional intelligence. Self-Regulation This is the ability to control emotions and impulses. People who self-regulate typically don't allow themselves to become too angry or jealous, and they don't make impulsive, careless decisions. They think before they act. Characteristics of self-regulation are thoughtfulness, comfort with change, integrity, and the ability to say no. Motivation People with a high degree of emotional intelligence are usually motivated. They're willing to defer immediate results for long-term success. They're highly productive, love a challenge, and are very effective in whatever they do. Empathy This is perhaps the second-most important element of emotional intelligence. Empathy is the ability to identify with and understand the wants, needs, and viewpoints of those around you. People with empathy are good at recognizing the feelings of others, even when those feelings may not be obvious. As a result, empathetic people are usually excellent at managing relationships, listening, and relating to others. They avoid stereotyping and judging too quickly, and they live their lives in a very open, honest way. Social Skills It's usually easy to talk to and like people with good social skills, another sign of high emotional intelligence. Those with strong social skills are typically team players. Rather than focus on their own success first, they help others develop and shine. They can manage disputes, are excellent communicators, and are masters at building and maintaining relationships.

As you've probably determined, emotional intelligence can be a key to success in your life especially in your career. The ability to manage people and relationships is very important in all leaders, so developing and using your emotional intelligence can be a good way to show others the leader inside of you. (b) What is the impact of emotional intelligence on managers? Answer : Defined as the skills or ability necessary to identify, assess and control the emotions of oneself, other people or entire groups, emotional intelligence is a concept that has become widely popular in management texts and related literature for its ability to enhance and capitalize on the human potential of an organization. Seeking to support a leaders cognitive, emotional and physical resources, the use of emotional intelligence is a modern tool of effective management, enabling the individual to manage a wide range of employees that are often performing in a unique set of roles. In addition, emotional and personal competencies are two primary factors that are shown to be directly linked to performance within a work environment, making their identification and analysis essential for effective management as well as the increased development of the organizations human capital. It Pays to be Likeable In part, emotional intelligence is a response to the problems businesses face in the modern world. With tighter budgets, escalating costs and the continuous demand to produce more for less, theres a need to develop a higher standard for leadership skills, ones that will effectively address the challenges of high employee turnover, a rapidly changing business environment and the ever-increasing demand for improved products and services. And at least in part, the solution to these problems is found in a leader who possesses technical knowledge as well as the social and emotional abilities that will enable them to meet and beat the afore mentioned challenges and maximize the human potential of their organization while achieving their own personal agenda. Q6.Suppose you are the Team Manager in a multinational company with team strength of 10 members. You are given the responsibility of ensuring that the team gives excellent performance or results. What are the key issues you have to handle in team building? Answer : Goals, purpose, and mission: What are the teams goals? What is the teams purpose and/or mission? How do the teams goals mesh with the organizations mission and goals? Roles and responsibilities: Who will play what roles and be responsible for what tasks? How will team members be helped and held accountable for their responsibilities? How will the team take collective responsibility for its work? Relationships: How will relationships be formed and maintained within the team? How will relationships be managed with individuals and groups outside the team? How will the team find the time to both form relationships and work on the tasks it undertakes? Leadership: Who will lead the team? How will leadership roles be shared or rotated? Who will Facilitate the team meetings? Power and influence: Who has power and influence on the team? How do they exercise it? How do team members react and respond to those with power and influence? How do members influence the team? How does the team influence powerful individuals and groups outside the team? Skills: What is the mix of skills needed to do the teams work? What technical or functional skills are needed? What problem-solving and decision-making skills are needed? What interpersonal skills are needed? Communication: How will team members communicate with one another? What communication processes and systems will be used? How will the team communicate with individuals and groups outside the team? Problem-solving and planning methods: What problem-solving and planning methods will the team use to do its work? What methods and processes will the team use to run its meetings? Conflict: How will the team manage disagreements and conflicts? Progress and results: How will progress and results be measured? Risk and rewards, successes and failures: How much risk can the team take? What rewards will the team receive for its results? How will the team handle successes and failures? Creativity and innovation: In what sense does the team see its role as being creative? What

brainstorming and problem-solving processes will the team use to create innovative ideas and alternatives? Motivation: Why do members want to be on the team? Whats in it for them? How can they help the team? How can they be involved in and challenged by the work the team is doing? How does the team help motivate its members?