MBA- Semester 1 Assignment Set 1 Subject Code Marks 60 (6X10=60)

MB0038- Management Process and Organizational Behaviour - 4 credits MB0038

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ANSHUL MITTAL

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Note: Each question carries 10 Marks. Answer all the questions.

Question 1- Define emotional intelligence. Explain Golemans model of emotional intelligence.

Ans 1.
Emotional intelligence (EI) refers to the ability to perceive, control and evaluate emotions. Some researchers suggest that emotional intelligence can be learned and strengthened, while others claim it is an inborn characteristic. Since1990, Peter Salovey and John D. Mayer have been the leading researchers on emotional intelligence. In their influential article "Emotional Intelligence," they defined emotional intelligence as, "the subset of social intelligence that involves the ability to monitor one's own and others' feelings and emotions, to discriminate among them and to use this information to guide one's thinking and actions" (1990). Goleman identified the five 'domains' of EQ as:

1. Managing your own emotions. 2. Knowing your emotions. 3. Motivating yourself. 4. Managing relationships, i.e., managing the emotions of others. 5. Recognizing and understanding other people's emotions.
Emotional Intelligence embraces and draws from numerous other branches of behavioral, emotional and communications theories, such as NLP (Neuro-Linguistic Programming), Transactional Analysis, and empathy. By developing our Emotional Intelligence in these areas and the five EQ domains we can become more productive and successful at what we do, and help others to be more productive and successful too. The process and outcomes of Emotional Intelligence development also contain many elements known to reduce stress for individuals and organizations, by decreasing conflict, improving relationships and understanding, and increasing stability, continuity and harmony

Question 2 What are the hindrances that we face in perception? Ans 2.

Following are the barriers to perception

a) Halo Effect: This effect occurs when we draw a general impression on the basis of a
single characteristic. But what this experiment demonstrates is that although we can understand the halo effect intellectually, we often have no idea when it is actually happening. This is what makes it such a useful effect for marketers and politicians. We quite naturally make the kinds of adjustments demonstrated in this experiment without even realizing it. And then, even when it's pointed out to us, we may well still deny it.

b) First-Impression Error: The tendency to form lasting opinions about an individual

based on initial perceptions. We tend to remember what we perceive first about a person and sometimes we are quite reluctant to change our initial impressions

c) Contrast Effect: Individuals do not evaluate a person in isolation. Their

reaction to one person is influenced by other people they have encountered recently.

d) Selective perception: People selectively interpret what they see

on thebasis of their interests, background, experience, knowledge, exposure,and attitudes. The tendency to see what we want to see using short cuts can make us draw unwarranted conclusions from an ambiguous situation

e) Stereotyping: Judging someone on the basis of our perception of the group to

which he or she belongs. Stereotypes are generalizations about a group of people whereby we attribute a defined set of characteristics to this group. These classifications can be positive or negative, such as when various nationalities are stereotyped as friendly or unfriendly. It is easier to create stereotypes when there is a clearly visible and consistent attribute that can easily be recognized. This is why people of color, police and women are so easily stereotyped. People from stereotyped groups can find this very disturbing as they experience an apprehension (stereo type threat) of being treated unfairly.

f) Projection: This tendency to attribute one`s own characteristics to other people is

called projection. This too can distort perceptions made about others. When managers

engage in projection, they compromise their ability to respond to individual differences. They tend to see people as more homogeneous than they really are.

Question 3 Describe the bases of power. Ans 3

Power is the ability to make things happen in the way an individual wants, either by self or by the subordinates. The essence of power is control over the behavior of others (French & Raven, 1962). Managers derive power from both organizational and individual sources. There two kinds of power Formal and Informal. Formal Power consists of the following bases Coercive power - Coercive power is the application of negative influences. It includes the ability to demote or to withhold other rewards. The desire for valued rewards or the fear of having them withheld that ensures the obedience of those under power. Coercive power tends to be the most obvious but least effective form of power as it builds resentment and resistance from the people who experience it. Reward power - Reward power depends on the ability of the power wielder to confer valued material rewards, it refers to the degree to which the individual can give others a reward of some kind such as benefits, time off, desired gifts, promotions or increases in pay or responsibility. This power is obvious but also ineffective if abused. People who abuse reward power can become pushy or became reprimanded for being too forthcoming or 'moving things too quickly'. Informational power - Informational power is based on the potential use of informational resources. This influence can occur through such means as rational argument, persuasion, or factual data. Members of a group can make information into power by giving it to others who need it, by keeping it to themselves, by organizing it in some way, by increasing it, or even by falsifying it. Legitimate power is formal authority delegated to the holder of the position. It is usually accompanied by various attributes of power such as uniforms, offices etc. This is the most obvious and also the most important kind of power. Positional power also called "legitimate power", it is the power of an individual because of the relative position and duties of the holder of the position within an organization. Informal Power consists of the following bases Expert power - Expert power is an individual's power deriving from the skills or expertise of the person and the organization's needs for those skills and expertise. Unlike the others, this type of power is usually highly specific and limited to the particular area in which the expert is trained and qualified.

Referent power- Referent power is the power or ability of individuals to attract others and build loyalty. It's based on the charisma and interpersonal skills of the power holder. A person may be admired because of specific personal trait, and this admiration creates the opportunity for interpersonal influence. Here the person under power desires to identify with these personal qualities, and gains satisfaction from being an accepted follower. Nationalism and patriotism count towards an intangible sort of referent power. For example, soldiers fight in wars to defend the honor of the country. This is the second least obvious power, but the most effective. Advertisers have long used the referent power of sports figures for products endorsements, for example. The charismatic appeal of the sports star supposedly leads to an acceptance of the endorsement, although the individual may have little real credibility outside the sports arena. Rational persuasion is the ability to control another's behavior, since, through the individual's efforts, the person accepts the desirability of an offered goal and a viable way of achieving it. Rational persuasion involves both explaining the desirability of expected outcomes and showing how specific actions will achieve these outcomes. Charismatic Power is an extension of referent power stemming from an individual's personality and interpersonal style. Others follow because they can articulate attractive visions, take personal risks, demonstrate follower sensitivity, etc.

Question 4 - Explain sensitivity training. Ans 4.

Sensitivity training is a psychological technique in which intensive group discussion and interaction are used to increase individual awareness of self and others; it is practiced in a variety of forms under such names as T-group, encounter group, human relations, and group-dynamics training. The group is usually small and unstructured and chooses its own goals. A trained leader is generally present to help maintain a psychologically safe atmosphere in which participants feel free to express themselves and experiment with new ways of dealing with others. The leader remains as much as possible outside the discussion. Issues are raised by the group members, and their interactions evokea wide variety of feelings. The leader encourages participants to examine verbally their own and others reactions. It is believed that as mutual trust is developed, interpersonal communication increases, and eventually attitudes will change and be carried over into relations outside the group. Often, however, these changes do not endure. Sensitivity training seems to be most effective if sessions are concentrated and uninterrupted, as in several days of continuous meetings. Sensitivity-training methods derived in large part from those of group psychotherapy. They have been applied to a wide range of social problems (as in business and industry) in an effort to enhance trust and communication among individuals and groups throughout an organization.

Question 5 - Explain the different leadership styles as per Managerial Leadership Grid Theory. Ans 5.
The Managerial Grid is based on two behavioral dimensions: Concern for People This is the degree to which a leader considers the needs of team members, their interests, and areas of personal development when deciding how best to accomplish a task. Concern for Production This is the degree to which a leader emphasizes concrete objectives, organizational efficiency and high productivity when deciding how best to accomplish a task. i . Country Club Leadership High People/Low Production This style of leader is most concerned about the needs and feelings of members of his/her team. These people operate under the assumption that as long as team members are happy and secure then they will work hard. What tends to result is a work environment that is very relaxed and fun but where production suffers due to lack of direction and control i i . Produce or Perish Leadership High Production/Low People Also known as Authoritarian or Compliance Leaders, people in this category believe that employees are simply a means to an end. Employee needs are always secondary to the need for efficient and productive workplaces. This type of leader is very autocratic, has strict work rules, policies, and procedures, and views punishment as the most effective means to motivate employees. i i i . Impoverished Leadership Low Production/Low People This leader is mostly ineffective. He/she has neither a high regard for creating systems for getting the job done, nor for creating a work environment that is satisfying and motivating. The result is a place of disorganization, dissatisfaction and disharmony i v . Middle-of-the-Road Leadership Medium Production/Medium People This style seems to be a balance of the two competing concerns. It may at first appear to be an ideal compromise. Therein lies the problem, though: When you compromise, you necessarily give away a bit of each concern so that neither production nor people needs are fully met. Leaders who use this style settle for average performance and often believe that this is the most anyone can expect. v . Team Leadership High Production/High People According to the Blake Mouton model, this is the pinnacle of managerial style. These leaders stress production needs and the needs of the people equally highly. The premise here is that employees are involved in understanding organizational purpose and determining production needs. When employees are committed to, and have a stake in the organizations success, their needs and production needs coincide. This

creates a team environment based on trust and respect, which leads to high satisfaction and motivation and, as a result, high production

Question 6 - Mr. Suresh Kumar is the VP- HR of a leading Financial services company. He is having a meeting with Ms. Rejani Chandran leading HR consultant. Mr. Suresh is concerned about creating an environment that helps in increasing the job satisfaction amongst employees. Assume that you are Ms. Rejani, the HR consultant. What suggestions you will give to Mr. Suresh, for creating an environment that increases job satisfaction? Ans 6
The suggestions for creating an environment with increased job satisfaction from me as a HR perspective are: 1. Provide workers with responsibility-and then let them use it: Most surveys show that the greatest source of employee pride and satisfaction is the feeling of accomplishment that comes from having-and exercising-responsibility. Here's the real bottom line: If you can't trust your employees to be able to think and act on their own, you probably shouldn't have hired them in the first place. 2. Show respect: companies that truly value their employees earn more than gratitude and they win enhanced dedication and productivity as well. So be sure to show your employees how much you respect and value them-tell them how much you appreciate them, throw them a pizza party, recognize an employee of the month, do anything you can to show them how much you care. 3. Provide a positive working environment: Providing a positive working environment means that there is a high level of trust among co workers. Building work relationships that lasts. Building a positive work environment means less of the selfish acts, no plagiarism and all those infamous activities at work. A positive working environment can bring you a long way to success. 4. Reward and recognition: Employee recognition programs are invaluable tools for communicating not only goals, job expectations, and performance standards, but also values such as organizational commitment, employee responsibility, and teamwork. Employee reward programs can make employees feel more satisfied with their work because they know they are making a positive contribution to a high-performance organization where everyone matters. 5. Involve and increase employee engagement: Employees are more committed and engaged when there is a process for them to contribute their ideas and employee suggestions. This gives them a sense of ownership and pride in their work. 6. Develop the skills and potential of your workforce: There are many reasons training and development makes sense. Well-trained employees are more capable and willing to

assume more control over their jobs. They need less supervision, which frees management for other tasks. Employees are more capable to answer the questions of customers which build better customer loyalty. Employees, who understand the business, complain less, are more satisfied, and are more motivated. All this leads to better management-employee relationships. 7. Evaluate and measure job satisfaction: Continuous evaluation and never ending improvement is the final step of the PRIDE system. Evaluation is a nonstop activity that includes a specific cycle of steps. The primary purpose of evaluation is to measure progress and determine what needs improving. Continuous evaluation includes, but is not limited to, the measurement of attitudes, morale, and motivation of the workforce. It includes the identification of problem areas needing improvement and the design and implementation of an improvement plan. Good organizations conduct a job satisfaction survey at least once a year. The bottom lines of these points are trends toward increasing job dissatisfaction can be reversed, and even employees with low morale can become motivated and enthusiastic again. But it takes work-and creativity-on the employer's part.