Mgmt Behaviour

Assignment Set 1 (one) 1. “Today Managers need to perform various function:, elaborate

the Statement? Definition:- “Follett (1933) defines management as the art of getting things done through people”. One can also think of management functionally, as the action of measuring a quantity on a regular basis and of adjusting some initial plan. The management functions have been grouped in four categories Management Functions

Planning

Organizing

Leading

Controlling

Planning: It involves the process of defining goal, establishing strategies for achieving these goals, and developing plans to integrate and strategies for activities. Every organization needs to plan for change on order to reach its set goal. Effective planning enables an organization adapt to change by identifying opportunities and avoiding problems. It provides the direction for the other functions of management and for effective teamwork. Therefore, planning is often referred to as strategic in nature and also termed as strategic planning. Strategic planning: Top level managers engage chiefly in strategic planning or long range planning strategic planning is the process of developing and analyzing the organizations mission, overall goals, general strategies and allocating resources. A mission is the process of the organization. Thus planning begins with clearly defining the mission of the organization. The mission statement is board, concise, summarizing what the organization does.

SWOT Analysis: A situation or SWOT( Strengths, Weaknesses, Opportunities, Threats) Analysis is vital for the creation of any strategic plan. The SWOT analysis begins with a scan of the external environment. Monitor the Plan: A systematic method of monitoring the environment must be adopted to continuously improve the strategic planning process. To develop an environment monitoring procedure, short term standards for key variables that will tend to validate and support the long range estimates must be established. Organizing: It involves designing, structure, and co coordinating the work components to achieve organizational goal. It is the process of exterminating what tasks are to be done, who is to do, how the tasks are to be grouped, who reports to whom, and where decisions are to be made. A key issue in accomplishing the goals identified in the planning process is structuring the work of the organization. Organizations are groups of people, with ideas and resources working towards common goals. The formal organization can be seen and represented in chart form. And organization chart displays the organizational structure and shows job titles, lines of authority, and relationship between departments. The steps in the organizing process Include. Review plans List all tasks to be accomplished Divide task into groups’ one person can accomplish a job Group related jobs together in a logical and efficient manner Assign work to individuals Delegate authority to establish relationship between jobs and groups of jobs Leading: An organization has the greatest chance of being successful when all of the employees work towards achieving its goal. Since leadership involves the exercise of influence by one person over others, the quality of leadership exhibited by supervisors is a critical determinant of organizational success. Supervisors can learn about leadership through research. Leadership Studies can be classified as trait, behavioral, contingency, and transformational.

Earliest theories assumed that the primary source of leadership effectiveness lay in the personal traits of the leaders themselves, yet traits alone cannot explain leadership effectiveness. Teambuilding: Rigid department boundaries and fixed teams are giving way to ad hocsquads whose membership changes with every project. Flexible networks of team-based statures are occurring with in and between companies, as well as across national borders. Consensus Building: Top performance demands the joint of many people, working together towards a common goal. When an individual works together with others, effectiveness grows, creating grater productivity for all involved. Together, employees can do more than the collective efforts of each individual working alone. Selecting: Selecting competent, high performance employees capable of sustaining their performance over the long run is a competitive advantage. The selection process consists of forecasting employment needs, recruiting candidates, interviewing applicants, and hiring employees. Training: After employees are selected, they enter an orientation program to be formally introduced to their jobs. Orientation sets a tone for new employees work be describing job related expectations and reporting relationship. Employees are informed about benefits, polices and procedures. Controlling: it involves monitoring the employees behavior and organizational processes and take through necessary actions to improve them, if needed control is the process through which standards for performance of people and processes are set, communicated, and applied. Effective control systems use mechanisms to monitor activities and take corrective action, There are different types of controlling feed forward controls concurrent controls feedback controls

2. “Skills are the tool for performance” explain various management

skills”? Katz (1974) has identified three essential management skills Management Skills

Technical Skills

Human Skill

Conceptual Skill

Technical Skills: The ability to apply specialized knowledge or expertise all jobs require some specialized expertise, and many people develop their technical skills on the job. Vocational and on the job training programs can be used to develop this type of skill. Human Skill:- This is the ability to work with, understand and motivate other people( both individually and a group). This requires sensitivity towards others issues and concerns, people, who are proficient in technical skill, but not with interpersonal skills, may face difficulty to manage their subordinates. To acquire the human skill, It is pertinent to recognize the feeling and sentiments of others, ability to motivate others even in adverse situation ,and communicate own feelings to others in a positive and inspiring way. Conceptual Skill: This is an ability to critically analyze, diagnose a situation and forward a feasible solution. It requires creative thinking, generating options and choosing the best available option. 3. What is negotiation? Explain the process of negotiation? Definition: A process in which two or more parties exchange goods or services and attempt to agree on the exchange rate for them example. Mangers negotiate with employees, peers, and bosses, sales people negotiate with customers, Purchasing agents negotiate with suppliers.

Process of Negotiation:- Negotiation as made up of fives steps namely Preparation and planning Definition of ground rules Clarification and justification Bargaining and problem solving and Closure and implementation Preparation and planning: once you have gathered your information, use it to develop a strategy. For example, expert chess players have strategy. They know ahead of time how they will respond to any given situation. As part of your strategy, you should determine yours and the others sides best alternative to a negotiated agreement(BATNA) your BATNA determine the lowest value acceptable to you for a negotiated agreement. Any offer you receive that is higher than your BATNA is better than an impasse. Definition of Ground Rules: Once you have done your planning and development a strategy you are ready to begin defining the ground rules and procedures with the other party over the negotiation itself. Who will do the negotiating, where it will take place, what time constraints, during this phase; the parties will also exchange their initial proposals or demands. Clarification and justification: when initial positions have been exchanged, both you and other party will explain, amplify, clarify, bolster, and justify your original demands. This need not confrontational. Rather it is an opportunity for educating and informing each other on the issue, why they are important, and how each arrived at their initial demands. This is the point at which you might want to provide the other party with any documentation that helps support your position. Bargaining and problem solving: The essence of the negotiation process is the actual give and take in trying to hash out an agreement. It is here where concessions will undoubtedly need to be made parties Closure and implementation: The final step in the negotiation process is formalizing the agreement that has been worked out and

developing any procedures that are necessary for implementation and monitoring. For major negotiations which would include everything from labor management negotiations to bargaining over lease terms to buying a piece of real estate to negotiating a job offer for e senior management position. 4. Explain Classical Conditioning Theory? There are three theories of learning namely Classical Conditioning Operant Conditioning Social Learning a) Classical Conditioning: It is a form of associative learning process proposed by Pavlov (1927). This process involves presentations of a natural stimulus along with a stimulus of some significance. The neutral stimulus does not lead to an overt behavioral response from the organism. This is called as conditioned stimulus (CS) significant stimulus evokes an innate, often reflexive response. This is called unconditioned stimulus (US) and unconditioned response (UR) respectively id the CS and the US are repeatedly paired, eventually the two stimuli become associated and the organism begins to produce a behavioral response to it. It is the conditioned response (CR) classical conditioning was first experimented by Russian physiologist, Ivan Pavlon to teach dogs to salivate in response to the ringing of the bell. During his research on the physiology of digestion in dogs, Pavlov used a bell before giving food to his dog, rather than simply salivating in the presence of meat (a response to food –unconditioned response) after a few repetitions, the dog started to salivate in response to the bell. Thus a neutral stimulus(bell) become a conditioned stimulus(CS) as a result of consistent pairing with the unconditioned stimulus(US –meat) Pavlov referred to this learned relationship as a conditioned response. 5. How are culture and society responsible to build value system? Following are the most important research with regard to establishing relationship between national culture and values.

Hostede’s (1980, 1991) in order to find the common dimensions of culture across the countries, gather data from surveys with 1, 16,000 respondents working from IBM from more than 70 countries around a) Power Distance: This dimension measures the social equality i.e to what extant a society accepts unequal distribution of power in families, institutions and organization. Inequality of power in organization is generally manifested in hierarchical superior + subordinate relationship. b) Uncertainty avoidance: This is a representation of a society’s tolerance for uncertain situations. It measures to what extant a society manages those situations by providing specific and conventional rules regulations and norms, by rejecting aberrant ideas or behavior, by accepting the possibility of absolute truths and the accomplishment of expertise. Countries, which score high in uncertainty avoidance, discourage risk – taking behavior and innovation. c) Individualism Vs Collectivism: Individualism gauges to what extent individuals in a country consider themselves as distinct entries rather than as members of cohesive groups. Collectivism, on the other hand, emphasizes on social ties or bonds between individuals. Individualistic society considers self – interest as more important than the group goal. d) Masculinity Vs Femininity: This dimension refers to what extent dominant values in a emphasizes masculine social values like a work ethic expressed in terms of money, achievement and recognition as opposed to feminine social role which show more concern for people and quality of life. There are nine cultural dimensions as follows: Uncertainty – Avoidance: globe project defined this dimension as he extent to which a society or an organization tries to avoid uncertainty by depending heavily on prevalent norms, rituals and bureaucratic practices. Power Distance: It is the degree to which power is unequally shared in a society or an organization.

Collectivism I: Societal collectivism it is the degree to which society and organization encourages, and recognizes collective performance. Collectivism II: In group Collectivism it is the degree to which individuals take pride, loyalty and cohesiveness in their organizations and families. Gender Egalitarianism: Globe has defined this as an extent to which a society or an organization minimizes gender differences and discrimination. Assertiveness: It is the degree to which individuals, both in organizational and social context are, assertive and confrontational. Future Orientation: It is the degree to which individuals are encourages in long – term future – oriented behaviors such as planning, investing etc. Performance orientation: This dimension encourages and rewards group members for Performance improvement. Humane orientation: It is the degree to which organization or society encourage or reward for being fair, altruistic, friendly, generous and caring. 6. Write short notes on? a) Locus of control b) Machiavellianism Locus of control: A Person’s perception of the source of his / her fate is termed locus of control. Locus of control was formulated with in the framework of Rotter’s (1954) social learning theory of personality. Rotter (1975) pointed out that internality and externality represent two ends of a continuum, not an either / or typology. Internals tend to attribute outcomes of events to their own control. External attribute outcomes of events to external circumstances For Example, college students with a strong internal locus of control may believe that their grades were achieved through their own abilities and efforts, whereas, those with a strong external Locus of control may believe that their grades are the results of good or bad luck, or to a professor who designs bad tests or grades capriciously, hence they are less likely to expects that their own efforts will result in success and are therefore less likely to work hard for high grades.

Machiavellianism: The term that some social and personality psychologists use to describe persons tendency to deceive and manipulate others for personal gain, the concept is named after renaissance diplomat and writer Niccolo Machiavelli, who wrote II Principe( The Prince). Christie and Geis (1970) developed a test for measuring a persons level of Machiavellianism. This eventually became the MACH IV test, a twenty – statement personality survey that is now the standard self assessment tool of Machiavellianism. An individual high in Machiavellianism is pragmatic, maintains emotional distance, and believes that ends can justify means. High machs manipulate more, win are persuaded less, and persuade others more. High mach outcomes are moderated by situational factors and flourish when they interact face to face with others, rather than indirectly, and when the situation has a minimum number of rules and regulations, thus allowing room for improvisation. High machs make good employees in jobs that require bargaining skills or that offer substantial rewards for winning.

Assignment Set 2 (Two) 1. “Halo effect and selective perception are the shortcuts in judging

others”. Explain? 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 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. Selectively 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 Halo effect: The halo effect (Murphy and 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’s 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 perceiver is judging traits with which he or she has had limited experience. 2. Explain “Emotional Intelligence”? The importance of both emotion and intelligence in making decisions and achieving success in life was – accepted in ancient India. A concept of “Sthitha-prajna” (emotional stability), similar to the concept of emotional intelligence, can be traced in the second chapter of ‘Srimad Bhagavad-Gita’. Bhagavad Gita is a specific conversation between Lord Krishna and Arjuna (third Pandava prince) in a specific situation of Kurukshetra battlefield. Pandavas were fighting against the Kauravas, the cousin brothers to restore their kingdom from

Kauravas in Kurukshetra, Before the battle started, Arjuna, with deep sorrow and pity, found his relatives, friends and respected ‘gurus’ in enemy’s side. To win the battle he was supposed to kill those beloved ones. He got confused about his rightful duty. Due to this hriday-durbalata (heartnon-strength), he refused to join the battle. In this context, Lord Krishna who played the role as the driver of Arjuna’s chariot enlightened him about the eternal truth of life. According to Lord Krishna advised Arjuna to become ‘Sthitha-prajna’ (the steady minded person). He also told that an individual achieved his/her goal only when the mind became steady, poised and balanced. Evidently, the concept of “Sthitha-prajna” (the steady-minded person) talked about a unique interdependence between emotion and intelligence for effective decision-making which was most essential in excelling in every sphere of life. Gita, as a whole, advises all to balance between intelligence and emotion. Similar views on the role of emotional intelligence as a learning process for achieving a balanced personality in different stages of life on an intergenerational basis has been depicted in the Vedas. In particular, Dr. Radhakrishnan, in his book, ‘The Hindu View of Life’(1927) opined that the attitude of the Vedas is one of trust tempered by criticism because, however, plausible the testimonies of the old views may be, it cannot deny the present of its right to enquire and sift the evidence’. This view aptly points out the need for emotional intelligence in everyday life to become more emotionally balanced and functional individuals in society. ‘Emotional intelligence is an aggregate of individuals’ cognition of own and others’ emotions, feeling, interpretation and action as per environmental demand to manipulate the consequence which in turn result in superior performance and better human relationship’ (Bhattacharya, 2003). Emotional intelligence is a measure of the degree to which a person makers use of his/her reasoning in the process of emotional responses (both positive and negative) in a given situation. So having high emotional intelligence doesn’t mean that the person never panics or loses his/her temper. It does mean that he/she brings own feelings under control and channels them into productive behaviors. The ability to bring out-of-control emotions back into line results in what earlier generations called emotional maturity.

Goleman’s Emotional intelligence model (1995)

Personal Competence Self- awareness Self-regulation motivation

Social Competence Empathy Social Skills

3. “Group formation passes through various stages”, explain the

various stage of group formation? Stages of Group Formation: Groups generally pass through a standardized sequence in their evolution. We call this sequence the five stage model of group development. Although research indicates that not all groups follow this pattern, it is a useful framework to understand group development. This section describes the five-stage general model and an alternative model for temporary groups with deadlines. The Five Stage Model:There are five stage group development model characterizes groups as proceeding through five distinct stages: Forming, Storming, Norming, Performing and

Adjourning. Forming: is characterized by a great deal of uncertainty about the groups purpose, structure and leadership. Members are “testing the waters” to determine what types of behaviors are acceptable. This stage is complete when members have begun to think of themselves as part of a group. The storming: stage is one of intragroup conflict. Members accept the existence of the group, but there is resistance to the constraints that the group imposes on individuality. Furthermore, there is conflict over who will control the group. When this stage is complete, there will be relatively clear hierarchy of leadership within the group. Norming: Is one in which close relationships develop and the group demonstrates cohesiveness. There is now a strong sense of group identity and camaraderie. This norming stage is complete when the group structure solidifies and the group has assimilated a common set of expectations of what defines correct member behavior. Performing: The structure at this point is fully functional and accepted. Group energy has moved from getting to know and understand each other to performing the task at hand. For permanent work groups, performing is the last stage in their development. However, for temporary committees, teams, task forces and similar groups that have a limited task to perform. Adjourning: In this stage, the group prepares for its disbandment. High task performance is no longer the group’s top priority. Instead, attention is directed toward wrapping up activities. Responses of group members vary in this stage. Some are upbeat, basking in the groups accomplishments. Others may be depressed over the loss of camaraderie and friendships gained during the work group’s life. Many interpreters of the five-stage model have assumed that a group becomes more effective as it progresses through the first four stages. Although this assumption may be generally true, what makes a group effective is more complex than this model acknowledges. Under some conditions, high levels of conflict may be conducive to high

group performance. So we might expect to find situations in which groups in Stage II outperform those in Stage III or IV. Similarly, groups do not always proceed clearly from one stage to the next. Sometimes, in fact, several stages go on simultaneously, as when groups are storming and performing at the same time. Groups even occasionally regress to previous stages. Therefore, even the strongest proponents of this model do not assume that all groups follow its fivestage process precisely or that Stage IV is always the most preferable. 4. Explain “Organizational Development” Process? A typical Organizational Development Process can be divided into the following phases: Problem Identification: The first step in OD process involves understanding and identification of the existing and potential problems in the organization. The awareness of the problem includes knowledge of the possible organizational problems of growth, human satisfaction, the usage of human resource and organizational effectiveness. Data Collection: Having understood the exact problem in this phase, the relevant data is collected through personal interviews, observations and questionnaires. Diagnosis: OD efforts begin with diagnosis of the current situation. Usually, it is not limited to a single problem. Rather a number of factors like attitudes, assumptions, available resources and management practice are taken into account in this phase. According to Rao and Hari Krishna (2002), four steps in organizational diagnosis can be identified: Structural analysis: Determines how the different parts of the organization are functioning in terms of laid down goals. Processes analysis: Process implies the manner in which events take place in a sequence. It refers to the pattern of decision-making, communication, group dynamics and conflict management patterns

within organizations to help in the process of attainment of organizational goals. Function analysis: This includes strategic variables, performance variables, results, achievements and final outcomes. Domain analysis: Domain refers to the area of the organization for organizational diagnosis. Planning and implementation: After diagnosing the problem, the next phase of OD, with the OD interventions, involves the planning and implementation part of the change process. Evaluation and feedback: Any OD activity is incomplete without proper feedback. Feedback is a process of relaying evaluations to the client group by means of specific report or interaction. 5. Write short note on “Stress Management” Process? High or low levels of stress sustained over long periods of time, can lead to reduced employee performance and, thus, require action by management. Individual approaches: Effective individual strategies include implementing time management techniques, increasing physical exercise, relaxations training and expanding the social support network. Practicing time management principles also leaves as an important element in managing stress, such as:Making daily lists of activities to be accomplished. Prioritizing activities by importance and urgency. Scheduling activities according to the priorities set. Knowing your daily cycle and handling the most demanding parts of your job during the high part of your cycle when you are most alert and productive. Non-competitive physical exercise has long been recommended as a way to deal with excessive stress levels.

Individuals can teach themselves to reduce tension through relaxation techniques, such as, meditation, hypnosis and biofeedback. Having friends, a family or work colleague to talk to provides an outlet for excessive stress. Organizational approaches: Strategies that management might want to consider include: Improved personnel selection and job placement leading to right person-job-fit thereby reducing chances of non-performance and stress level. Use of realistic goal setting, redesigning of jobs can help in aligning the individuals and job effectively and reduce stress. Training in stress management techniques can be helpful. Increased employee involvement improves motivation, morale, commitment and leads to better role integration and reduction in stress. Improved organizational communication helps in creating transparency in organizations and reduces confusion, thereby decreasing stress level at work. Establishment of corporate wellness programs is an important component in managing stress among organizational members by rejuvenating and refreshing them from time to time leading to increased productivity with renewed energy. 6. “Power is the ability to make things happen in way an individual

wants, either by self or by the subordinates. The essence of power is to control over the balance of others”, explain what the various basis of power are? These can be divided the basis or sources of power into Two general groupings namely:-

Basis of Power

Formal

Coercive Power Reward power

Personal

Legitimate Power

Expert power

Referent Power

Formal Power: Formal Power I based on an individuals position in an organization. Formal power can come from the ability to coerce or reward, or from formal authority. Coercive Power: The coercive power base is dependent on fear. One reacts to this power out of fear of the negative results that might occur if one failed to comply. It rests on the application, or the threat of application, of physical sanctions such as the inflictions of pain, the generation of frustration through restriction of movement, or the controlling by force of basic physiological or safety needs. At the organizational level, A has coercive power over B if A can dismiss, suspend, or demote B, assuming that B values his or her job. Similarly, if A can assign B work activities that B finds unpleasant or treat B in a manner that B finds embarrassing, A possesses coercive power over B. Coercive power also can come from withholding key information. People in an organization who have data or knowledge that others need can make those others dependent on them. Reward Power: The opposite of coercive power is reward power. People comply with the wishes or directives of another because doing so produces positive benefits, therefore, one who can distribute rewards that others view as valuable will have power over those others. These rewards can be either financial such as controlling pay rates, raises and bonuses or no financial including recognition,

promotions, interesting work assignments, friendly colleagues and preferred work shifts or sales territories. Coercive power and reward power are actually counterparts of each other. If you can remove something of positive value from another or inflict something of negative value, you have coercive power over that person. If you can give someone something of positive value or remove something of negative value, you have reward power over that person. Legitimate power: In formal groups and organizations, probably the most frequent access to one or more of the power bases is one’s structural position. This is called legitimate power. It represents the formal authority to control and use organizational resources. Positions of authority include coercive and reward powers. Legitimate power, however is broader that the power to coerce and reward. Specifically, it includes acceptance by members in an organization of the authority of a position. When school principals, bank presidents or army captains speak (assuming that their directives are viewed to be within the authority of their positions), teachers, tellers, and first lieutenants listen and usually comply. Personal Power: You don’t have to have a formal position in an organization to have power. Many of the most competent and productive chip designers at Intel, for instance, have power, but they aren’t managers and have no formal power. What they have is personal power – power that comes from an individual unique characteristic. In this section, we look at two bases of personal powerexpertise and the respect and admiration of others. Expert Power: Expert Power is influence wielded as a result of expertise, special skill or knowledge. Expertise has become one of the most powerful sources of influence as the world has become more technologically oriented. As jobs become more specialized we become increasingly dependent on experts to achieve goals. Referent Power: Is based on identification with a person who has desirable resources or personal traits. If I like, respect and admire you, you can exercise power over me because I want to please you. Referent power develops out of admiration of another and a desire to

be like that person. It helps explain, for instance, why celebrities are paid millions of dollars to endorse products in commercials. Market research shows that people like Amitabh Bachchan and Sachin Tendulkar have the power to influences your choice of chocolates and soft drinks.