MANAGEMENT PROCESS AND ORGANISATIONAL BEHAVIOUR

Q.1. Describe the concept of vision in organization with an example. How is it

different from mission statement?(10 marks)
Answer: Meaning: Vision statement is a formal statement of what a business wants to be. A
vision statement for a company or organization focuses on the potential inherent in the
companys future, or what they intend to be .Vision cannot be made by owner alone. He has to
fulfill the wishes of the stakeholders. An owner has to ask other people before deciding his
vision.

EXAMPLE: vision statement of online retailer.

We intend to provide our customers with the best online shopping experience from beginning
to end, with a smart, searchable website, easy to follow instructions, clear and secure payment
methods and fast, quality delivery.

Mainly 4 parts of vision:

1) Core value: Core values are those things which very close to heart that will not give up
at any cost. It can be integrity or quality core value is very important because what
decision dilemmas occur, they come up like a light house to navigate the institute.
2) Core purpose: It is the purpose of the organization and it gives the achievement
orientation to the business, and it is acts as another light house.
3) BHAG: The BHAG is about having a goal which qualities the purpose, BHAG should be big
,yet specific and that your chance of attaining it is only 70%
4) Vivid description: The vivid description should make the entire vision statement very
inspiring to all stakeholders .It should be simple &easily understandable.

Difference between vision and mission:

Vision is the state that one wants to be in and mission is the way of doing it.
Q.2.Define terms management .Explain the scientific management theory
proposed by Taylor.(10marks)
Answer: Definition:-According to Harold Koontz ,Management is an art of getting things done
through and with people in formally organized groups. It is an art of creating an environment in
which can perform as individual and can cooperate towards the attainment of group goals.

According to F.W.Taylor , management is an art of knowing what to do ,when to do, and see
that it is done in the best and cheapest way.

Modify definition of Harold Koontz and define management as: the process of designing and
maintaining an environment in which the individual working in groups efficiency employ
recourses and accomplish the selected goals of self and the organization.

Evolution of management: Management is a recent discipline and it draw from the disciplines
of Economics, Psychology, Sociology, Anthropology, etc. management has evolved as an
independent discipline.

Scientific management theory:

Fredrick W. Taylor ,and he enunciated the principles if scientific management in 1911 after
experimenting on the shop floor of a steel company as a supervisor. He was influenced by Frank
and Gilbreth and their Time and motion study of 1900 and that of Henry L.Gantt who
propounded the idea of scientific selection of workers and harmonious cooperation in
1901.Scientific management in Taylors parlance means:

Develop a science for each elements of a mans work which relapse the old rule of
thumb method
Scientifically select and then train, teach and develop the workman, whereas in the past,
he chose his own and trained himself as a best as he could.
The workers heartily cooperate with men so as to ensure that all of the work are done in
accordance with the principles of science which has been developed
There is an almost equal division of work and responsibility between the management
and the workmen.
Q3.Give the definition and importance of planning in an organization and
explain the steps in planning. (10 marks)
Answer: Definition: Planning can be defined as a basic management function which enables
one to select the purpose of the business, and how the recourses should be mustered to
achieve that purpose to include using the available resources optimally to do that.

IMPORTANCE OF PLANNING IN AN ORGANIZATION:

It helps the management to clarify, focus, and research their businesses or projects
development and prospects.
It provides a considered and logical framework within which a business can develop and
pursue business.
It offers a benchmark against which the actual performance can be measured and
reviewed.
It plays a vital role in helping to avoid mistakes or recognize hidden opportunities.
In the business context, it guides the development of products, management, finance,
and most importantly, markets and competition.
It helps in forecasting the future and makes the future visible to some extent.
It bridges between where we are and where we want to go.

THE STEPS IN PLANNING:

1. Being aware of opportunities

2. Establishing objectives
3. Developing premises
4. Determining alternative courses
5. Evaluating alternative courses
6. Selecting a course
7. Formulating plans
8. Qualifying plans by budgeting

1. Being aware of opportunities: This means being aware of the customer needs, market,
competition, our strengths, and weaknesses. This is usually done through market research,
competitor, analysis, and analysis of own strengths and weaknesses through a formal process
called SWOT analysis.

2. Establishing objectives: This implies establishing what we want to be and what we want to
accomplish and when and in relation which market segment. At the highest level, this is done
through vision and mission building. This process takes place at business level, project level, etc
also.

3. Developing premises: Deciding on the environment in which our plans are going to operate.

4. Determining alternative courses: Identifying the most promising alternatives to accomplish

what we want to. This is done by combining the information about the opportunities, threats,
and own strength and weaknesses.

5. Evaluating alternative courses: Comparing the alternatives to find out which of them will
meet our goals and at optimal cost and profit keeping sustainability into mind.

6. Selecting a course: Selecting the course that we want to follow.

7. Formulating plans: This implies making plans that support the course of action by buying
equipment, space, planning the type of HR, etc.

8. Qualifying plans by budgeting: Identifying the cost involved, how the financial resources will
be mobilized, what is capital expenditure, what is operational expenditure, the working capital,
etc.

Q4.what is meant by leading? Describe the characteristics of leading.(10Marks)

Answer: Concept of leading: Leading is an important management function/process by which
plans are converted into actions. Once called directing, the process has undergone considerable
changes since organizations began to find that mere direction is not sufficient to elicit high
productivity from people. People have to be involved and therefore the importance of leading
came to the fore.

Leading, as a function, has three important components direction setting, aligning, and
creating engagement.
People tend to forget the direction of the organization in the heat of excitement and
tend to waiver from the mission. Once we do that, the alignment is lost as also the
engagement. As a result, the organization slowly slips from its high pedestal and
therefore there is a constant need to monitor. Equally, leading is perhaps the only way
by which change can be brought into the organization.

List of characteristics and its explanation:

1. Pervasiveness
2. Continuity
3. Human factor
 4. Creativity
5. Executive function
6. Delegating function

Pervasiveness: Leading is required at all levels of organization. In team based working, the team
leader may be motivating a team of 5 or 10 people while the CEO may be motivating the whole
company ,but the function of giving targets, resources ,support ,motivating etc. does not
change.

Continuity: Leading is continuous activity as it is continuous throughout the life of organization.

Human factors: Leading implies the existence of followers. It follows that there is a key human
factor in leading and because human factors is complex and behavior is unpredictable ,leading
function is important and people have to learn the art of leading.

Creativity: leading is a creative activity because of the human factors and individual variances
and group variances.

Executive function: Leading is carried out by all managers and executives at all levels
throughout the working of an enterprise.

Delegating function: Delegating is natural fallout leading. It also follows that the leader trusts
his/her followers and the vice versa.

Q.5 What are attitudes? Explain the component and function of

attitude.(10marks)
Answer: Meaning: An attitude is the predisposing of the individual to evaluate some objects in
a favorable or an unfavorable manner .The most pervasive phenomenon is Attitude. It is also
known as frame of references.

List of components of attitude:

Cognition
Affect
Behavior

Cognition: It is the mental process involved in gaining knowledge and comprehension,

including thinking, knowing, remembering, judging and problem solving. The cognition
component of an attitude reflects a persons perception of belief.
 Affect: Affect is the emotional component of an attitude .It refers to an individuals feeling
about something or someone. This component refers to the persons feelings that result
from his/her belief about a person, object or situation.

Behavior: This component refers to the individuals behavior that occurs as a result of his or
her feeling about the focal person, object or situation. The behavior component of an
attitude refers to an intention to behave in a certain way towards someone or something.

List the function of Attitude and its explanation: According to Katz, attitude serve 4
important function from the viewpoint of organization behavior.

Adjustment function
Ego defensive function
Value expressive function
Knowledge function

Adjustment function: Attitude helps people to adjust to their work environment. Attitude help
employees adjust to their environment and form a basis for future behavior.

Ego-defensive function: Attitude help people to retain their dignity and self image. When a
young faculty member who is full of fresh ideas and enthusiasm, joins the organization ,the old
member might feel somewhat threatened by him/her.

Value -expressive function: Attitude provide individual with a basis for expressing their values.
For example, a manager who values hard and sincere work will be more vocal against an
employee who is having a very casual approach towards work.

Knowledge function: Attitude provides standard and frames of reference that allow people to
understand and perceive the world around them. If one has a strong negative attitude towards
the management whatever the management does ,even employee welfare programmes ,can
be perceived as something bad and as actually against them.
Q.6. Define Leadership. Differentiate between authoritarian and democratic
leadership style.(10 marks)
Definition: Leadership is the art of motivating a group of people to act towards achieving a
common goal.

Meaning and characteristics of authoritarian leadership style:

Authoritarian: Nelson and Quick defines authoritarian leadership as a style of leadership in

which the leader uses strong, directive, controlling action to enforce the rules, regulations,
activities, and relationship in the work environment.The distinct characteristic are:

Sets goals individually

Engages primarily in one-way , downward communication
Control discussion of followers
Sets policy and procedures unilaterally
Dominates interaction
Direct the completion of tasks personally
Provide infrequent positive feedback
Rewards obedient and punishes mistakes
Exhibits poor listening skills
Uses conflict for personal gain.

Democratic: Nelson and Quick defines democratic leadership as a style of leadership in which
the leader takes collaborative, responsive, interactive actions with followers concerning the
work and the work environment. The distinct characteristics are:

Involves followers in setting goals

Engages in two-way , open communication
Facilitate discussion with followers
Solicits input regarding determination of policy and procedures
Focuses on interaction
Provides frequent positive feedback
Reward good work and uses punishment only as a last resort
Exhibits effective listening skills
Mediates conflicts for group gain