Master of Business Administration

Semester I MB0038 Management Process and Organizational Behaviour - 4 Credits (Book ID:B1127) Assignment

Q1. Explain the four process of social learning theory? Ans. Social Learning Theory Social learning theory focuses on the learning that occurs within a social context. It considers that people learn from one another, including such concepts as observational learning, imitation, and modeling. Among others Albert Bandura is considered the leading proponent of this theory. A general principle of social learning theory follows:

1. People can learn by observing the behavior is of others and the outcomes of those behaviors. 2. Learning can occur without a change in behavior. Behaviorists say that learning has to be represented by a permanent change in behavior; in contrast social learning theorists say that because people can learn through observation alone, their learning may not necessarily be shown in their performance. Learning may or may not result in a behavior change. 3. Cognition plays a role in learning. Over the last 30 years social learning theory has become increasingly cognitive in its interpretation of human learning. Awareness and expectations of future reinforcements or punishments can have a major effect on the behaviors that people exhibit. 4. Social learning theory can be considered a bridge or a transition between behaviorist

learning theories and cognitive learning theories.

Principles of social learning are as follows: 1. The highest level of observational learning is achieved by first organizing and rehearsing the modeled behavior symbolically and then enacting it overtly. Coding modeled behavior into words, labels or images results in better retention than simply observing. 2. Individuals are more likely to adopt a modeled behavior, if it results in outcomes they value. 3. Individuals are more likely to adopt a modeled behavior, if the model is similar to the observer and has admired status and the behavior has functional value.

Q2.What are the hindrances that we face in perception? Ans. Individuals have a tendency to use a number of
shortcuts when they judge others. An understanding

of these shortcuts can be helpful toward recognizing when they can result in significant distortions. 1. Selective Perception Any characteristic that makes a person, object, or event stand out will increase the probability that it will be perceived. It is impossible for an individual to internalize and assimilate everything that is seen .Only certain stimuli can be taken in selectively. Selectivity works as a shortcut in judging other people by allowing us to speed-read others, but, not without the risk of drawing an inaccurate picture. The tendency to see what we want to see can make us draw unwarranted conclusions from an ambiguous situation. 2. Halo Effect The halo effect (Murphy & Anhalt, 1992) occurs when we draw a general impression on the basis of a single characteristic. For example, while appraising the lecturer, students may give prominence to a single trait, such as, enthusiasm and allow their entire evaluation to be tainted by how they judge the

instructor on that one trait which stood out prominently in their estimation of that person. Research suggests that it is likely to be most extreme when the traits to be perceived are ambiguous in behavioral terms, when the traits have moral overtones, and when the perceiver is judging traits with which he or she has had limited experience. 3. Contrast Effects Individuals do not evaluate a person in isolation. Their reaction to one person is influenced by other persons they have encountered recently. For example, an interview situation in which one sees a pool of job applicants can distort perception. Distortions in any given candidates evaluation can occur as a result of his or her place in the interview schedule. 4. Projection This tendency to attribute ones own characteristics to other people which is called projection 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. 5. Stereotyping Stereotypingjudging someone on the basis of our perception of the group to which he or she belongs. Generalization is not without advantages (Hilton & Hippel, 1996). It is a means of simplifying a complex world, and it permits us to maintain consistency. The problem, of course, is when we inaccurately stereotype. In organizations, we frequently hear comments that represent stereotypes based on gender, age, race, ethnicity, and even weight. From a perceptual standpoint, if people expect to see these stereotypes, that is what they will perceive, whether or not they are accurate.6. Firstimpression error Individuals place a good deal of importance on first impressions. First impressions are lasting impressions. We tend to remember what we perceive first about a person, and sometimes we are quite reluctant to change our initial impressions. First-impression error means the tendency to form lasting opinions about an individual based on initial

perceptions. Primacy effects can be particularly dangerous in interviews, given that we form first impressions quickly and that these impressions may be the basis for long-term employment relationships.

Q 3. Describe the bases of power? Ans. CHAPTER THREE: PEOPLE TO PEOPLE 55

Social psychologists French and Raven, in a nowclassic study (1959), developed a schema of fi ve bases of power which refl ect the different bases or resources that power holders rely upon in their relationships with others. Often our power is based on different combinations of these. Coercive Power this is the application of negative, fearbased infl uence on others. It might be based on any of the above power or even physical strength to ensure 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. A covert form of coercive power is the power of victims to use guilt to infl uence situations in their favour.

Positional Power this is the formal authority people get from their position in an organisation or society, often backed by policy or law. This is one form of power over. Reward Power this power depends upon the ability of the power wielder to give valued material rewards, such as money, benefi ts, time off, desired gifts, promotions or increases in pay or responsibility. In the development sector, this power is particularly held by donors and other intermediaries who distribute funding. It is also power over. Some donors who dispense funding do so out of a spirit of solidarity and deep humanity and are uneasy with this power, preferring to develop partnerships based on power with. There is a tension in here that has not been resolved in the development world, yet is seldom discussed between the givers and receivers of funding. Personal Power the power or ability of people to attract others, to build strong interpersonal relationships, to persuade and build loyalty. This is based on the charisma and interpersonal skills of the power holder. This is an example of power within, but it can be used as power over. Where the world is becoming more democratic, relying less on positional power

and more on consensus, this form of power becomes all the more signifi cant, requiring a deeper focus on individual empowerment. Expert Power the power people derive from their skills, knowledge and experience and the organisations need for those skills and expertise. Unlike the others, this type of power is usually highly specifi c and limited to the particular area in which the expert is trained and qualifi ed. Being well-informed and up-to-date with useful information is part of this power. This is also an example of power within but it can be used as power over (positively or negatively) especially where expert skills and knowledge are perceived to be desperately needed.

Q4.Ms.Chanchal Das Gupta is a recruitment specialist. For the post of QC Manager, she interviews three candidates. Given below are the physical characteristics of the candidates. Candidate Physical Characteristics Mr.Ravi Muscular, thick skin, rectangular shaped.Mr.Gineesh

Thin, delicate build, large brain, tall. Mr.Ramgopal Soft, round shaped, underdeveloped muscles. From the above descriptions, what personality traits can Ms. Chanchal derive out of the candidates as per Sheldons theory of personality? ANS. Per Sheldon`s theory of personality, below are the traits that Ms. Chanchalcan derive:

CANDIDATE MR. RAVI MR. GINEESH MR. RAMGOPAL

Physical Characteristics Muscular, thick skin, rectangular shaped Thin, delicate build, large brain, tall Soft, round shaped, underdeveloped muscles

Mr. Ravi represents Mesomorph body type. He is wellproportioned. Psychologically he is Adventurous, Courageous, Indifferent to what others think or want, Assertive/bold, Zest for physical activity, Competitive, With a 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 is Sociable, Fun-loving, Love of food, Tolerant, Even-tempered, Good humored, Relaxed, with a love of comfort, and has a need for affection.

Q5. What are the consequences of conflict in organizations? Ans:

Consequences of conflict in organizations Organizational Conflict can have both positive and negative consequences. Negative consequences: Increased costs (time, money) devoted to dealing with the conflict, wasted resources and energy spent dealing w ith the conflict, Decreased productivity, Lowered motivation, Decreased morale, Poor decision-making, Withdrawal and miscommunication or noncommunication, Complaints and blaming, Backstabbing and gossip, Attitudes of distrust and hostility (that may influence all future interactions, (Permanent) erosion to personal, work, and community relationships, Harm to others not directly involved in the conflict,Damaged emotional and psychological wellbeing of those involved in the conflict, Dissatisfaction and stress. Positive consequences: Leads to new ideas, Stimulates creativity, Motivateschan ge, Promotes organizational vitality, Helps individuals an d groups toestablish identities, Serves as a safety valve to indicate problems, Buildscooperation, Helps individuals t

o develop skills on how to manage conflicts, Improving quality decisions. Q6. Explain sensitivity training. Ans: Sensitivity training 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 evoke a wide variety of feelings. The leader encourages particip ants to examineverbally 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.

Set-2

Q1. 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 with the efficient utilization of human and non-human resources of production

II. Invisible Force: Management is an invisible force. Its existence can be felt through the enterprise or institution it is managing.

III. Goal Oriented:

Management is goal oriented as it aims to achieve some definite goals and objectives. According to the Hayman, "Effective management is always management by objectives". Managers and other personnel officers apply their knowledge, experience and skills to achieve the desired objectives

IV. Accomplishment through the efforts of others: Managers cannot do everything themselves. They must have the necessary ability and skills to get work accomplished through the efforts of others

V. Universal activity: Management is universal. Management is required in all types or organizations. Wherever there are some activities, there is management. The basic principles of management are universal and can be applied 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 a science as it has an organized body of knowledge which contains certain universal truths and an art as managing requires certain skills which apply more or less in every situation.

VII. Multidisciplinary Knowledge: Though management is a distinct discipline, it contains principles drawn from many social sciences like psychology, sociology etc.

VIII. Management is distinct from ownership: In modern times, there is a divorce of management from ownership. Today, big corporations are owned by a vast number 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, middle and lower level

X. Integrated process: Management is an integrated process. It integrates the men, machine and material to carry out the operations of the enterprise efficiently and successfully. This integrating process is result oriented.

Q2. 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 suggestion you will give to Mr. Suresh, for creatin g an environment that increases job satisfaction? Ans:

Suggestions that I will give to Mr. Suresh, for creating an environment that increases job satisfaction are: Below are the suggestions for creating an environment with increased job satisfaction from an HR perspective: Provide workers with responsibility-and then let them use it

Show respect Provide a positive working environment

 Reward and recognition Involve and increase employee engagement Develop the skills and potential of your workforce Evaluate and measure job satisfaction

Q3. Define emotional intelligence. Explain Goldmans model of emotional intelligence. Ans: Emotional intelligence

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 Salvoes 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. Knowing your emotions. 2. Managing your own emotions. 3. Motivating yourself. 4. Recognizing and understanding other people's emotions. 5. Managing relationships, i.e., managing the emotions of others. 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.

Q4. Explain the different leadership styles as per Managerial Leadership Grid Theory. Ans: Leadership styles as per Managerial Leadership Grid Theory

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.

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. 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.

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. 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.

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.

Q5. Distinguish between internal and external forces of change. Ans: Internal and external forces of change

Internal Forces: Poor financial performance Employee dissatisfaction Inefficiency of existing business processes and systems Need to increase profitability Existence of cultural misfits to organization goals and objectives

External Forces: Changes in technology Political factors General macro-economic environment

Changes in consumer tastes, preferences, purchasing patterns & frequencies Declining market shares due to competition. Q6. 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 and groups to ensure that effort and attention are focused on special portions of the task. Fayol presented work specialization as the best way to use the human resources of the organization. 2. AUTHORITY: The concepts of Authority and responsibility are closely related. Authority was defined by Fayol as the right to give orders and the power to exact obedience. Responsibility involves being accountable, and is

therefore naturally associated with authority. Whoever assumes authority also assumes responsibility. 3. DISCIPLINE: A successful organization requires the common effort of workers. Penalties should be applied judiciously to encourage this common effort. 4. UNITY OF COMMAND: Workers should receive orders from only one manager. 5. UNITY OF DIRECTION: The entire organization should be moving towards 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 the interests 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 the business, should be considered in determining a workers rate of pay.

8. CENTRALIZATION: Fayol defined centralization as lowering the importance of the subordinate role. Decentralization is increasing the importance. The degree to which centralization or decentralization should be adopted depends on the specific organization in which the manager is working. 9. SCALAR CHAIN: Managers in hierarchies are part of a chain like authority scale. Each manager, from the first line supervisor to the president, possesses certain amounts of authority. The President possesses the most authority; the first line supervisor the least. Lower level managers should always keep upper level managers informed of their work activities. The existence of a scalar chain and adherence to it are necessary if the organization is to be successful. 10. ORDER: For the sake of efficiency and coordination, all materials and people related to a specific kind of work should be treated as equally as possible. 11. EQUITY:

All employees should be treated as equally as possible. 12. STABILITY OF TENURE OF PERSONNEL: Retaining productive employees should always be a high priority of management. Recruitment and Selection Costs, as well as increased product-reject rates are usually associated with hiring new workers. 13. INITIATIVE: Management should take steps to encourage worker initiative, which is defined as new or additional work activity undertaken through self direction. 14. ESPIRIT DE CORPS: Management should encourage harmony and general good feelings among employees.

Set-2
Q1.List the importance of effective communication in the workplace?

Ans. Communication is the nerve center of business today. As you go up the corporate ladder,
you will find that communication skills are required, more than technical skills. Communication research has revealed that among the factors most important for managerial success, communication skills rank above technical skills. Several surveys conducted among people who have been successful in their professions have indicated that communication skills are more vital to job success than subjects taken in college. Communication has assumed even greater importance today, since the new model of business is based on teamwork, rather than on individual action. Teamwork requires greater coordination and communication. Communication is also required all the more in this age of information and technology. Without communication and human skills, technology will overwhelm an organization. Communication helps to make sense of technology and to manage all this information. For example, communication is required to explain a new computer program or software. While computers can perform routine tasks, jobs like responding to customers needs require a high degree of communication skills. Effective communication serves the following specific purposes in an organization :

Greater Awareness of Organizational Goals and Teamwork When there is open communication between superiors, co-workers and subordinates, there is smooth flow of information regarding the goals of the organization. Coordination between the different departments in particular, leads to greater motivation to work together towards achieving a common organizational goal, rather than working in isolation. Better Employer-employee Relationships By listening to employees, showing empathy and giving them the freedom to express their opinions without fear of being repressed, a manager can create a climate of openness that leads to better work relationships. Employees will then feel more comfortable in approaching their superiors and discussing any matter with them. Problem-solving Effective communication can help resolve conflicts between coworkers, work related and performance related problems. Faceto-face communication is especially suited for achieving this task, since it is one to one and highly personalized in nature. Improved Performance Effective communication by managers at the time of appraising the performance of their employees can point out areas for improvement. A constructive review of performance, through which a manager gives positive feedback and counsels the employee, instead of criticizing him for poor performance, can motivate the employee to perform better.

Stronger Link between Managers and the External Environment Apart from internal communication within the organization, effective communication by managers with external audiences such as customers, government, bankers, media and suppliers leads to a better rapport with them.A manager will be able to understand the needs of his customers, be aware of the presence of quality suppliers of material, of government regulations and of the expectations of the community at large, only through proper communication.

Q2. Explain the different aspects of non-verbal communication?

Ans. Non-verbal communication, defined as communication without words. It refers to any way of
conveying meanings without the use of verbal language. The game of dumb charades is a perfect example. Non-verbal communication is generally unintentional, unlike verbal communication. All of us tend to communicate silently and unknowingly send signals and messages by what we do, apart from what we say. Gestures, facial expressions, posture and the way we dress, are all part of non-verbal communication. Non-verbal communication can have a greater impact than verbal communication, since how you say something is sometimes more important than what you say. Although non-verbal communication can affect both our personal and business relationships, it is particularly important in the workplace. while the spoken or written words may be perfect, the non-verbal aspects could convey the exact opposite meaning. Aspects of non-verbal communication: 1. Kinesics This is the most often studied and important area of non-verbal communication and refers to body movements of any kind. Different body movements can express inner states of emotion. Facial Expressions can convey feelings of surprise, happiness, anger and sadness. If you meet a long lost friend and say Im very happy to meet you again, but with a sad facial expression, it conveys the exact opposite meaning. Eye Movements, such as wide open pupils express feelings of surprise, excitement or even fear. The importance of eye contact with ones audience was pointed out earlier. Direct eye contact is an indication of intensity and interest, while lack of it can convey feelings of nervousness and guilt. Gestures, such as movement of the hands while giving a lecture or presentation indicates a high level of involvement in what you are saying. On the other hand, shuffling of the feet is a sign of nervousness and speaking with ones hands in ones pockets is considered to be casual or even rude. Head Movements like nodding the head can convey interest, appreciation, agreement or understanding. Body Shape and Posture Body shape is not within ones control but can be stereotyped to convey certain meanings. For example, someone who is strong and muscular is generally thought to be athletic, as opposed to a person who is short and fat! Posture on the other hand is within our control. In formal settings such as job interviews or classroom settings, it is essential that you maintain an erect posture to convey that you are attentive, since slouching or a relaxed posture conveys a casual attitude. Physical Appearance Our outward appearance, including the way we dress and the jewelry and make-up that we wear can convey an impression of formality or informality. Going to a job interview dressed in blue jeans or not sticking to a stipulated dress code at the workplace can convey that you are a rebel, non-conformist or a very casual person. Therefore, it is important to take care of your appearance, so that you convey the right meaning to others. 2. Proxemics Proxemics is derived from the word proximity or closeness and is the communication term for personal space and distance. The space and distance which we choose to keep from people is also part of non-verbal communication. Each of us has our own inner and outer circles, which differ for different people. Our inner most circle is an intimate space, into which we generally

admit only select people such as family and close friends. Next comes a personal space which might include other friends and colleagues or coworkers. These two spaces involve communication of an informal nature. Most of us also have a social and public space, which includes official or workplace relationships, where the communication is of a more formal nature. In a business context, it is more relevant to understand the concept of fixed space and semi-fixed space. Fixed space means that the physical features of the work environment such as furniture, room size and seating arrangement are permanent. 3. Time Language This refers to the meaning or importance attached to time and varies between different people. One person may value time more than another. Similarly, time language also varies across cultures. In most western cultures for example, punctuality is considered to be important. Arriving late for a business meeting is inexcusable. In other cultures, it is more relaxed and time is not given that much importance. We convey messages to others through the time we spend on a work related activity or by the importance that we give to time. Arriving early at work or for a job interview shows interest, involvement and seriousness. Spending time with an employee and giving him suggestions on how to improve his performance shows interest and involvement in his career growth. 4. Paralanguage Para means like or similar to, therefore paralanguage means like language. Of all the forms of non-verbal communication, paralanguage is closest to verbal communication. It refers to the tone of voice with which something is said. In other words, it is how something is said, and not what is said. The tone of voice includes the pitch (high or low pitch), the pace (slow or fast) the emphasis on words and the volume (soft or loud) and can convey different moods and emotions, as mentioned earlier in this unit. Example: The statement I practice good business communication can be understood in different ways, depending on the emphasis on certain words. Saying I practice good business communication means that I alone practice it above anyone else. On the other hand, saying I practice good business communication could be interpreted to mean that you communicate particularly well in a business context, rather than in a general context. The important point to keep in mind regarding tone of voice is to avoid mixed signals that is, making sure that what you say is consistent with how you say it. 5. Physical Context : This refers to the physical environment or surroundings within which we communicate and includes two aspects 1) color and layout and 2) design. Colors are known for their symbolic meaning and have associations with different feelings. For example, colors like black and grey are associated with death, mourning and negative feelings. Yellow and green are associated with more positive feelings. Of course, these can also vary across cultures. The point to remember is that you can make the right impressions with use of the right colors. Layout in a work environment refers to the size of an office, or the arrangement of furniture. Design refers to the type of chairs, desks or carpeting. All these can convey status, formality or informality. We have seen how the types of non-verbal communication outnumber the types of verbal communication. Non-verbal communication is an important supplement to verbal communication and can enhance verbal communication, if used in a positive way. The sender should use the right non-verbal cues to convey a positive message,

Q3. Write short notes on (a) Upward communication (b) Downward communication (c) Horizontal communication

Ans.