MB0038-set1

Write a note on the functions of management Management is a global need. It is essential to every individual, a family, educational institution, hospital, religious organizations, team of players, a government, military systems, cultural body, urban centers, and business enterprises.Everyone comes across some or the other management functions in their day to day pursuits.Management is required to plan, organize, co-ordinate and control the affairs ofa business concern. It brings together all the resources and motivates people to achieve the objectives of a business enterprise.There are four functions of management that allows any organization to have a controlled plan to be successful. These are very essential in building strong organizations. The four functions are shown in the figure below.

Explain the classification of personality types given by Sheldon. William Sheldon classified personality according to body type. He called this a personssomatotype. He identified three main somatotypes that are associated with certainpersonality characteristics. They are as follows: 1. Endomorphy It is focused on the digestive system, particularly the stomach (endoderm); has the tendency toward plumpness, corresponds to Viscerotonia temperament tolerant, love of comfort and luxury, extravert. 2. Mesophorphy It is focused on musculature and the circulatory system (mesoderm), has the tendency towards muscularity, and corresponds to theSomatotonia temperament courageous, energetic, active, dynamic, assertive,aggressive, risk taker. 3. Ectomorphy: It is focused on the nervous system and the brain (ectoderm) the

tendency towards slightness, corresponds to Cerebrotonia temperament artistic, sensitive, apprehensive, introvert. On this basis, Sheldon created Atlas of Men , in which all possible body types are graded in a scale from 1 (low) to 7 (high), based on the degree to which they matchedthese types; with 4 as average). Each type is represented by a series of photos, and isgiven a comical or descriptive name, like "saber tooth tiger" for extreme mesomorph,"Baluchitherium" for mesomorph and endomorph, "Male Mosquito" for the extremeectomorph, and so on. On this scale, the extreme or pure mesomorph has a score of1-7-1, the pure endomorph 7-1-1, and the pure ectomorph 1-1-7. Most people of courseare a combination of types. Body Type Associated personality traits a. Endomorphic Body Type: soft body underdeveloped muscles round shaped over-developed digestive system love of food tolerant evenness of emotions love of comfort sociable good humoured relaxed need for affection b. Mesomorphic Body Type: hard, muscular body overly mature appearance rectangular shaped thick skin upright posture adventurous desire for power and dominance courageous indifference to what others think or want assertive, bold zest for physical activity competitive love of risk and chance

c. Ectomorphic Body Type: thin flat chest delicate build young appearance tall lightly muscled stoop-shouldered large brain self-conscious preference for privacy introverted inhibited socially anxious artistic mentally intense emotionally restrained But 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
What are the factors influencing perception?

Factors Influencing Perception: A number of factors operate to shape and sometimes distort perception. These factors can reside: 1) In the perceiver 2) In the object or target being perceived or 3) In the context of the situation in which the perception is made 1. Characteristics of the perceiver: Several characteristics of the perceiver can affect perception. 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. The major characteristics of the perceiver influencing perception are: a) Attitudes: The perceivers attitudes affect perception. This attitude will doubtless affect 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. c) Motives: Unsatisfied needs or motives stimulate individuals and may exert a strong influence on their perceptions. d) Self-Concept: Another factor that can affect social perception is the perceivers self-concept. An individual with a positive self-concept tends to notice positive attributes in another person. e) Interest: The focus of our attention appears to be influenced by our interests. Because our individual interest differs considerably, what one person notices in a situation can differ from what others perceive. f) Cognitive Structure: Cognitive Structure, an individuals pattern of thinking, also affects perception. Some people have a tendency to perceive physical traits, such as height, weight, and appearances more readily. g) Expectations: Finally, expectations can distort your perceptions in that you will see what you expect to see. The research findings of the study conducted by Sheldon S Zalkind and Timothy W Costello on some specific characteristics of the perceiver reveal Knowing oneself makes it easier to see others accurately. Ones own characteristics affect the characteristics one is likely to see in others. People who accept themselves are more likely to be able to see favourable aspects of other people. Accuracy in perceiving others is not a single skill. These four characteristics greatly influence how a person perceives others in the environmental situation.

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 in? Mr_solanki_is_the_vp_hr_of_a_leading_financial_services_company_he_is_having_a_meeting_with_ms_ramani_lead

ing_hr_consultant_mr_solanki_is_concerned_about_creating_an_environment_that_helps_in_in #ixzz1e9bYYNMl Job satisfaction can be influenced by a variety of factors, e.g. the quality of one's relationship with their supervisor, the quality of the physical environment in which they work, degree of fulfillment in their work, etc.. Numerous research results show that there are many factors affecting the job satisfaction. There are particular demographic traits (age, education level, tenure, position, marital status, years in service, and hours worked per week) of employees that significantly affect their job satisfaction. Satisfying factors motivate workers while dissatisfying ones prevent. Motivating factors are achievement, recognition, the job conducted, responsibility, promotion and the factors related to the job itself for personal development. Motivating factors in the working environment result in the job satisfaction of the person while protective ones dissatisfy him. Maslow connects the creation of the existence of people's sense of satisfaction with the maintenance of the classified needs. These are: physiological needs (eating, drinking, resting, etc.), security needs (pension, health insurance, etc.), the need to love (good relations with the environment, friendship, fellowship, to love and to be loved), need to self-esteem (selfconfidence, recognition, adoration, to be given importance, status, etc.) need of self-actualization (maximization of the latent[potential] power and capacity, development of abilities, etc.) . Insufficient education, inability to select qualified workers for the job, lack of communications, lack of job definitions, all affect job satisfaction negatively. It has been asserted that participating in the management, having the decision making power, independence on the job and the unit where the individual works, have positive impact upon the job satisfaction. The job itself (the work conducted), and achievement and recognition at work result in satisfaction while the management policy, relations with the managers and colleagues result in dissatisfaction. Factors related to the job itself such as using talents, creativity, responsibility, recognition have influence on the job satisfaction. Age is one of the factors affecting job satisfaction. Studies conducted in five different countries prove that the elder workers are more satisfied . Kose has also found a meaningful relation between the age and job satisfaction. There is a strong connection between feeling secure and saying one is satisfied with a job. People who state their job is secure have a much larger probability of reporting themselves happy with their work. Similarly, by some researchers, sex is also found to have an influence on job satisfaction. Besides, Wahba has found out that male librarians give more importance to personal development and free decision making in their jobs than the female librarians, and the female librarians are more dissatisfied than the male librarians. Job satisfaction and devotion to the job, affected each other reciprocally, and they have great impact upon performance. The most significant of the factors affecting performance are

economical, technical, socio-political, cultural and demographical ones . However, most efforts to improve performance seem to center on improving the conditions surrounding the work. These are worthwhile efforts, but they usually result only in short-term improvements in attitudes and productivity, and the situation often returns quickly to normal . There is no strong acceptance among researchers, consultants, etc., that increased job satisfaction produces improve job performance -- in fact, improved job satisfaction can sometimes decrease job performance. For example, you could let workers sometime sit around all day and do nothing. That may make them more satisfied with their "work" in the short run, but their performance certainly doesn't improve. The individual's willingness to get a result, his/her endeavour and expectation of maintaining the result will push him/her to show the highest performance. Job satisfaction varies a lot. (Researches suggests, the higher the prestige of the job, the greater the job satisfaction). But, many workers are satisfied in even the least prestigious jobs. They simply like what they do. Most workers like their work if they have little supervision. The least satisfied workers are those in service occupations and managers that work for others. Ethnic and religious orientation is associated to work attitudes, and job satisfaction is related to education. The difference between the results that the individual desire and those s/he maintained will affect his/her satisfaction . There is a consistent relationship between the professional status and the job satisfaction. High levels of job satisfaction are observed in those professions which are deemed of good standing in the society. The workers usually compare their working conditions with the conditions of the society, under the variable of social conditions. If the social conditions are worse than the individual's working conditions, then this will result in satisfaction of the individual, as the workers deem themselves relatively in good position. No meaningful relationship between the job satisfaction and age, professional experience, education level, level of wage, sex and professional group was found. On the contrary, professional experience has been claimed to increase job satisfaction.

SET-2

write a note on classical era for evolution of organization behaviour In the early twentieth century, early studies in the complexities of organizational activity got underway. Initial studies were mostly mechanical. Being treated like machines, the humans were subjected to close scrutiny and study. The aspects studied were how the human behaved

during regular applied testing of a person's responses to stimuli. Another stream of ideas that were part of study organizations were divided according to their political preferences, and the various levels of management throughout the entire organizations. Unfortunately there was a limitation to both of these because they did not bear in mind the interaction between the two connected streams but treated each as a separate entity. Parts of the History of Organizational Behavior Studies can be seen during the 1890's. During this time scientific management was viewed as the best way to run an organization. An organization that in its' course of action adheres to a set of guidelines and guides itself on findings of time and motion studies, is bound to achieve greater levels of productivity - claimed the advocates of this system. It became clear that organizations were centered on interactive groups of their members, and a more humanistic view needed to be formulated as psychology and analysis as a means of understanding human behavior became more sophisticated. By understanding and using psychology productivity will improve tremendously. The Human Relations Movement, as it was called in the beginning of the 20th century, brought focus on collaboration, influence, and the aspect of particular persons understanding the intent of the organization. By the Second World War, a paradigm shift had occurred in the study of organizational behavior. The new buzzword was operations research, and more and more people became interested in sciences, systems theories, complexity theories and strategies. At the time, James March and Herbert Simon were leading experts in the field. Many theories were coming forth as the seventies came around. More often than not the basis for this was quantitative research and interconnected realms of psychology. By the 1980s how important the cultures of different organizations was emphasized instead of the amount and quality of the research. Anthropology was but one of many fields being added into studies about organizational behaviors. Presently any managerial course has organizational behavior studies as its integral part. As part of the curriculum many business schools now include this and related courses in fields such as industrial psychology. The name of the person who runs the History of Organizational Behavior Studies internet site is Patricia Jones.com. See more on Organizational Behaviors. This article may only be used if the author bio and links are included.

The environmental stressors have great impact on work performance and adjustment of the individual in an organization. Discuss the different categories of environmental stressors

Noise- has many negative effects on workers. The most severe one is permanent hearing loss. It can also affect performance in cases when the level of noise is very very high and when the tasks are demanding. Temperature- extreme temperature conditions can be very stressful. Performance is deteriorated under hot temperatures during physical tasks. For demanding mental tasks, performance deteriorates under heat exposure, particularly when two or more tasks are timeshared or performed simultaneously.

Cold exposure can be a problem too. Apart from health risks, little is known about its effect on performance. We know for sure that manual performance is severely affected by cold temperatures (finger dexterity). Repetition- repetitive and routinized tasks are associated with monotony and boredom, negative attitudes toward work, etc. machine-paced jobs are especially stressful and cause depression, job dissatisfaction and anxiety apart from stress. This happens because workers have no control over work. Because these factors influence physical health of workers, governments often regulate the levels of exposure to these stressors in industrial settings.
Q.5 Given below are certain instances observed by a summer trainee Ritu, while making an observational study at Global Green consultants. An organization dealing with recycling of plastic products waste etc. She makes the following observations 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 appreciation. 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 gives them warnings regarding suspension etc. Now explain what base of power Mr. Patnayak and Mr. Dutta belong to. Explain the type of power they use often Ten 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 of knowledge 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 can have 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. 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 negotiationunless, 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 a tremendous 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. Leadership style influence level of motivation. However, throughout a lifetime, mans motivation is influenced by changing ambitions and/or leadership style he works under or socializes with. Command-and-control leadership drains off ambition while worker responsibility increases ambition.

Leadership Style versus Motivation Leadership Style Motivation Type Motivation is Based on: Personality Type Efficiency Limited supervision Worker with decision making responsibility Self motivated Creativity Leader of ideas or people. Independent Achiever Thrives on change High Team motivated Mixed styles Goal motivated Opportunity Personality type and efficiency depends on leader's skill and/or the work environment he's created. Reward motivated Materialism Recognition motivated Social status High level of supervision Command-and-control Peer motivated To be like others Status quo Dependency Resist change Low Authority motivated Follows policy Threat, fear motivated Reacts to force

 Self-motivated or visionaries will not accept authority controlled environments. They will find a way to escape if trapped. In a team-motivated environment, dependency types will become inspired and strive to be acceptable with independent thinking coworkers. Associates influence the level of individual motivation. Reaction to Change Command-and-control leadership is the primary style in our society. It is accepted because efficiency is created by repetitive action, teaching people to resist change. Once acquiring a skill, they do not want to learn another. The worker adapts to level three with an occasional trip to level two. Worker responsibility is just the opposite; it motivates people to thrive on change by seeking challenges, finding ways to achieve goals. Level one is the leader of changing technology, finding ways to create efficiency.

Reaction to Efficiency The efficiency of advancing technology is forcing change. It is up to the individual or business to decide which side of change they want to be on, the leading edge or trailing edge. The leading edge is exciting while the trailing edge is a drag. Playing catch-up drains motivation while leaders of change inspire motivation. With todays changing technology, an individual must be willing to abandoned old skills and learn new ones. The ability to adapt is achieved through selfdevelopment programs. Because level one thrives on change, they adapt to whatever methods gets things done with the least amount of effort. This brings us to work habits. In level one, management and front line workers, together, are searching for ways to solve and prevent problems. Decisions are made on the front line where alternative methods are analyzed. Being able to prevent problems is a motivating force. In level three management makes all decision, as a result, management must find ways to solve all problems and find alternative methods. Front line employees may be aware conflicts, but they dont have the authority to take action and have learned not to be concerned. Supervisors are only concerned with elements that management thinks are important. Under command-and-control leadership, management considers the opinions or concerns of people on the front line to be trivial. As a result, management takes action only when problems become too big to ignore. If workers have conflicts with their supervisors, they will find ways to increase the magnitude of problems, creating a combative environment. A downward spiral of management implementing more control and workers resisting control develop. Under worker responsibility, management and workers unite to prevent or solve problems.

Team Motivated Elementary problems are prevented or solved at the source. Getting the job done is the primary goal of management and workers. Dependency of Authority Elementary are dealt with by management when large enough to be recognized. Abused Workers Lack of leadership skills and the desire for power creates elementary problems. Managers focus on worker control. Getting the job done is down the list. Workers goal is to find ways to do little as possible. Command and Control Leadership - Problems are always out of control.

Reaction to Learning Habits In level two, young workers are establishing work habits, developing attitudes and learning a professional skill. Out of training and on the job, motivation level will depend on the leadership style they work under. Under command-and-control leadership, ambitions will be associated with maintaining the status quo. Under worker responsibility, ambitions will be associated with opportunity. They will continually expand their skills as the need or as opportunity arises. Reaction to Goals Self-motivated people are goal motivated. Once they conquer one goal, they establish another. Every goal is a learning process that requires all the elements in level one. Companies that attract and keep this type of person stay on the leading edge of technology. The CEO is a visionary in customer service and employee leadership. The employees' goals are the same as the CEOs. If the CEO desires control, then he will lead in such a way that trains subordinates to lead by control. As a result, the employees' goals are quitting time and payday.

Reaction to Recognition Recognition is important; it builds positive self-esteem. By itself, its benefits are short lived. Long-term benefits are achieved when the employee feels the job could not have been done without them. This means they were faced with a challenge, which means, they had the responsibility and authority to take action. This environment is found in level one. Self Motivated Projects Self-motivated projects' is the ability to start and finish what one has started. Most people, working alone, do not finish what they start. The ability to finish challenging projects is the secret to being a winner. First requirement is interest, then asking questions which inspires' the learning process. With information, a challenge is presented and a goal set. When action is taken, the barriers of persistence, risk, fear and failure become a challenge by itself. Self-motivated projects are difficult because no one cares if they succeed, which is another barrier. This is why most people quit before they get a good start. People, who find ways to overcome barriers and hang in there, are the winners. They develop skills and confidence, which are required steps to larger projects. Team Motivated Projects Everyone can be inspired to achievement in a team-motivated environment. With a common goal, team members support each other until success is achieved. In this environment, others do care and team members are needed for achieving the goal. For this reason, team motivation is extremely powerful. The exchange of ideas, information and testing the results, adds to the motivating force. As a result, each member seeks to be a leader of quality input. Q.6 Fashion4now is a famous and old magazine. The top management decides to start the eedition of the magazine. They also decide the redefine the policies and culture of Fashion4now To start implementing this change, they frequently call meetings of employees. They have also formed groups at different levels to clarify doubts and explain the perspective of change. Analyze the situation in the context of organizational change and elaborate why the top management is following the discussed practices and what approach is most evident in the context. Ans. Typically, the concept of organizational change is in regard to organization-wide change, as opposed to smaller changes such as adding a new person, modifying a program, etc. Examples of organization-wide change might include a change in mission, restructuring operations (e.g., restructuring to self-managed teams, layoffs, etc.), new technologies, mergers, major collaborations, "rightsizing", new programs such as Total Quality Management, re-engineering, etc. Some experts refer to organizational transformation. Often this term designates a fundamental and radical reorientation in the way the organization operates. THE LEVELS OF ORGANIZATIONAL CHANGE Perhaps the most difficult decision to make is at what "level" to start. There are four levels of organizational change: First let's describe these levels, and then under what circumstances a business should use them.

LEVEL 1- SHAPING AND ANTICIPATING THE FUTURE At this level, organizations start out with few assumptions about the business itself, what it is "good" at, and what the future will be like. Management generates alternate "scenarios" of the future, defines opportunities based on these possible futures, assesses its strengths and weaknesses in these scenarios changes its mission, measurement system etc. More information on this is in the next article, "Moving from the Future to your Strategy." LEVEL 2 - DEFINING WHAT BUSINESS (AS) TO BE IN AND THEIR "CORE COMPETENCIES Many attempts at strategic planning start at this level, either assuming that 1) the future will be like the past or at least predictable; 2) the future is embodied in the CEO's "vision for the future"; or 3) management doesn't know where else to start; 4) management is too afraid to start at level 1 because of the changes needed to really meet future requirements; or 5) the only mandate they have is to refine what mission already exists. After a mission 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 works 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 Level 4 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? Focus on the coordination of the departments/programs in your organization, not on each part by itself. Have someone in charge of the plan. 6. End up having every employee ultimately reporting to one person, if possible, and they should know who that person is. Job descriptions are often complained about, but they are useful in specifying who reports to whom. 7. 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. 8. The process won't be an "aha!" It will take longer than you think. 9. Keep perspective. Keep focused on meeting the needs of your customer or clients. 10. Take care of yourself first. Organization-wide change can be highly stressful. 11. Don't seek to control change, but rather to expect it, understand it and manage it. 12. Include closure in the plan. Acknowledge and celebrate your accomplishments. 13. Read some resources about organizational change, including new forms and structures