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MB0038 Management Process and Organization Behavior

MB0038 Management Process and Organization Behavior - 4 Credits


(Book ID: B1127)

Master of Business Administration-MBA Semester 1


Assignment Set- 1

Q.1 Explain controlling and also discuss different types of control

eeded. Control is the process through which standards for performance of people and processes are s There are four steps in the control process. They are as follows:

sis for measurement. It is a precise, explicit statement of expected results from a product, service, mach

, provides unfiltered information, extensive coverage, and the ability to read between the lines. While pr

ies and the range of variation - the acceptable variance - has to be established. Management by exc

takes action to remove or minimize the cause. If the source of variation in work pefrormance is from a d

Types of Control

ed at key places. Supervisors can implement controls before the process begins (feed forward), duri

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y begin. Their goal is to prevent anticipated problems. An example of feed forward control is scheduled m

de any type of steering or guiding mechanism such as direct supervision, automated systems (such as

, inputs, and process designs. Examples of feedback controls include timely (weekly, monthly, quarte

Q.2 Veer Prabhakar is the Vice President of web bazaar, online portal for

arious products. He has team of 100 people at different levels and departments. He is facing certain To maintain motivation levels of sales associated who are doing good sales
Challenge 2 Challenge 1

s who are not following up properly for order delivery. (Currently, they are getting Cell Phone allowanc To deal with the people who keep taking leaves without prior information.
~u##est suitable methods to shape employee behavior. Challenge 3

ges by doing analysis of his people at individual level and by systematic attempt to change individuals b Let us suggest the suitable methods by challenge wise:

C ae g 1 hlne

e doing good sales can be maintained and further reinforced by positive reinforcement method. Mr Prabha Setting realistic measurable targets and announcing the rewards like Bonuses against the achievement levels of the targets measured. By paying commissions apart from their compensation for the predefined quantum of sales which would increase the sales further. etc. good work culture with in the organization. By giving additional responsibility /Promotions etc.

s like providing paid vacations/ company sponsored holidaying / sponsored continued education for mu

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Ch leng 2 al e

order delivery by their supply chain associates. Mr. Prabhakar should address the cause if it is not relat

nforcement to shape and eliminate the undesirable employee behavior. He may cut short the allowances p
deduct the bonus for not performing well or he may reduce the increments in the

n may be created with the people by with they would perform optimally to escape such unpleasant sit

C ui nB f r i p m ni gt en g tv r i f r e e tMPa h k rs o l c r f l c n i e t ep s i l n g tv c n e u n e t a m yarv a t : eoem l e tn h e ai eenoc m n r r b a a h ud aeuy o sd r h o sbe e ai e o s q e c s h t a ri e o e Ch leng 3 al e

Prabhakar may enforce certain punishments for such behavior with out guanine reasons like deducting th

He may add unpleasant stimulus or remove pleasant stimulus;

ollowed if the punishment is desirable like punishment should on the behavior not the person, punishing

Q.3 Write a detailed note on Myers-Briggs type indicator

d to a lesser extent the Four Temperaments .Myers Briggs (in fact Isabel Briggs Myers working with theories).

standable and useful in people's lives. The essence of the theory is that much seemingly random var

to conclusions about what has been perceived. If people differ systematically in what they perceive a motivations, and skills."

ype Indicator [instrument], the aim of Isabel Briggs Myers, and her mother, Katharine Briggs, was to m
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nd groups. They addressed the two related goals in the developments and application of the MBTI instru

Extraversion and Introversion. Where do you put your attention and get your energy? Do you like to s things (Extraversion), or in your inner world of ideas and images?

e used in everyday language. Everyone spends some time extroverting and some time introverting. D

I like getting my energy from active involvement in events and having a lot of different

Extraversion (E)

ng into action and making things happen. I generally feel at home in the world. I often understand a prob statements generally apply to me: "people person." E EI am seen as"outgoing" or as a E EI feel comfortable in groups and like working in them. E EI have a wide range of friends and know lots of people. EI sometimes jump too quickly into an activity and don't allow enough time to think it over. EBefore I start a project, I sometimes forget to stop and get clear on what I want to do and why.

E E

prefer doing things alone or with one or two people I feel comfortable with. I take time to relfect so tha better than the real thing. The following statements generally apply to me: E EI am seen as "relfective" or "reserved." E EI feel comfortable being alone and like things I can do on my own. E EI prefer to know just a few people well. E EI sometimes spend too much time relfecting and don't move into action quickly enough. E EI sometimes forget to check with the outside world to see if my ideas really fit the experience.

d possibilities that you see in the information you receive (Intuition)? Everyone spends some time Sensi

Sensing (S)

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sent, current, and real. I notice facts and I remember details that are important to me. I like to see t The following statements generally apply to me: E EI remember events as snapshots of what actually happened. E EI solve problems by working through facts until I understand the problem. E EI am pragmatic and look to the "bottom line." E EI start with facts and then form a big picture. E EI trust experience first and trust words and symbols less. E ESometimes I pay so much attention to facts, either present or past, that I miss new possibilities. Paying the most attention to impressions or the meaning and patterns of the information
Intuition (N)

hat I think more about the future than the past. I like to work with symbols or abstract theories, even i

The following statements generally apply to me: EI remember events by what I read "between the lines" about their meaning. EI solve problems by leaping between different ideas and possibilities. EI am interested in doing things that are new and different. E EI like to see the big picture, then to find out the facts. E EI trust impressions, symbols, and metaphors more than what I actually experienced E ESometimes I think so much about new possibilities that I never look at how to make them a reality E E E

u like to make decisions. Do you like to put more weight on objective principles and impersonal facts (T personal concerns and the people involved (Feeling)? Don't confuse Feeling with emotion. Everyone has emotions about the decisions they make. Also do not confuse Thinking with intelligence.

then test the decision by using the other preference to see what might not have been taken into ac

the specific situation involved. I like to analyze pros and cons, and then be consistent and logical in decid influence me. The following statements generally apply to me: E EI enjoy technical and scientific fields where logic is important. E EI notice inconsistencies.
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I look for logical explanations or solutions to most everything. I make decisions with my head and want to be fair. I believe telling the truth is more important than being tactful. Sometimes I miss or don't value the "people" part of a situation. EI can be seen as too task-oriented, uncaring, or indifferent.
Feeling (F)

-of view of persons involved in a situation. I am concerned with values and what is the best for the peop appear caring, warm, and tactful. The following statements generally apply to me: E EI have a people or communications orientation. E EI am concerned with harmony and nervous when it is missing. E EI look for what is important to others and express concern for others. E EI make decisions with my heart and want to be compassionate. E EI believe being tactful is more important than telling the "cold" truth. E ESometimes I miss seeing or communicating the "hard truth" of situations.
Judging or Perceiving

iors others tend to see? Do you prefer a more structured and decided lifestyle (Judging) or a more flex Everyone extraverts some of the time. This pair describes whether you extravert (act in the outer world) when you are making decisions or when you are taking in information.

oi nai noh o t r ol . r t t t t e uew r e o d

e still interacting in the outside world. Everyone takes in information some of the time. Everyone ma

feel they have both.

person may feel very orderly/structured (J) on the inside, yet their outer life looks spontaneous and ad world, yet their outer life looks more structured or decided (J).

anization. Either preference can be organized. Take a minute to ask yourself which of the following des
Judging (J)

I use my decision-making (Judging) preference (whether it is Thinking or Feeling) in my

g life under control as much as possible. Since this pair only describes what I prefer in the outer worl

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The following statements generally apply to me E EI like to have things decided. E EI appear to be task oriented. E EI like to make lists of things to do. E EI like to get my work done before playing. E EI plan work to avoid rushing just before a deadline.

w experiences and information. Since this pair only describes what I prefer in the outer world, inside I

The following statements generally apply to me: E EI like to stay open to respond to whatever happens. E EI appear to be loose and casual. I like to keep plans to a minimum. E EI like to approach work as play or mix work and play. E EI work in bursts of energy. E EI am stimulated by an approaching deadline. E ESometimes I stay open to new information so long I miss making decisions when they are needed
Q.4 Explain the factors influencing perception

e stimuli. Through the perceptual process, we gain information about properties and elements of the

A number of factors operate to shape and sometimes distort perception. These factors can reside: i) In the perceiver. ii) )In the object or target being perceived or iii) )In the context of the situation in which the perception is made.

a target and attempts to interpret what he or she stands for, that interpretation is heavily inlfuence

a position that requires negotiating contracts with suppliers, most of whom are male. Mr X may feel tha

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ce on the way we perceive someone. We think differently when we are happy than we do when we a information that is consistent with our mood state better than

state. When in a positive mood, we form more positive impressions of others. When in a negative moo

c) Motives: Unsatisfied needs or motives stimulate individuals and may exert a strong influence on their perceptions. For example, in an organizational context, a boss who is insecure

t to his or her own position. Personal insecurity can be translated into the perception that others are o

nds to notice positive attributes in another person. In contrast, a negative self-concept can lead a perc

hat others perceive. For example, the supervisor who has just been reprimanded by his boss for com

an individual's pattern of thinking, also affects perception. Some people have a tendency to perceive and appearance, more readily. Others tend to focus more on central traits, or personality

complexity allows a person to perceive multiple characteristics of another person rather than attendin

ll see what you expect to see. The research findings of the study conducted by Sheldon S Zalkind an Knowing oneself makes it easier to see others accurately. One's 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.

hese four characteristics greatly inlfuence how a person perceives others in the environmental situation Characteristics in the target that is being observed can affect what is perceived. Physical appearance plays a big role in our perception of others. Extremely attractive or unattractive
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Characteristics of the Target

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weight, estimated age, race and gender. Perceivers tend to notice physical appearance characteristi candidates are awarded higher starting salaries.

on this input. Non-verbal communication conveys a great deal of information about the target. The pe put together objects or events that are unrelated.

their departures were related when in fact, they might be totally unrelated. People, objects or events

The situation in which the interaction between the perceiver and the target takes place,

Characteristics of the Situation

the situation, and that it may not reflect the individual's disposition. This is the discounting principle in

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Q.5 Describe the leadership Grid with the help of the diagram

eadership behaviour-concern for tasks and concern for relations. Almost in the same style, the Michi between job-centered and production- centered leaders.

eir Managerial Grid on horizontal and vertical axes respectively. Managers may be concerned for their

shed management Authority-compliance Club management Middle of the road management Team management E E

nal name; the modifications were made by Robert R Blake and Anne Adams McCanse.1 After the modi

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1. The impoverished style (1, 1). The indifferent Leader (Evade & Elude)

In this style, managers have low concern for both people and production.

a "delegate and disappear" management style. Since they are not committed to either task accomp

1. Does only enough to preserve job and job seniority. 2. Gives little and enjoys little. 3. Protects himself by not being noticed by others. 1. Tries to stay in the same post for a long time.
Examples of Leader speak: Implications

Features

"I distance myself from taking active responsibility for results to avoid getting entangled in problems." "If forced, I take a passive or supportive position."

his style pay much attention to the security and comfort of the employees, in hopes that this would incr

productive. to maintain discipline and to encourage the team to accomplish its goals. Conversely, they are alm
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powers. This inability results from fear that using such powers could jeopardize relationships with the ot
Examples of Leader speak:

"I support results that establish and reinforce harmony." "I generate enthusiasm by focusing on positive and pleasing aspects of work."

this style also pressure their employees through rules and punishments to achieve the company goa they expect people to do what they are told without question or debate; when something goes wrong

rol by clearly stating a course of action." "I enforce rules that sustain high results and do not permit d
4. The middle-of-the-road style (5, 5). The Status Quo Leader. (Balance & Compromise)

It is Organization - man management approach, which believes that the adequate

ctory level. Managers using this style try to balance between company goals and workers' needs. By giv

ar but caution against taking unnecessary risk." "I test my opinions with others involved to assure ong
5. The team style (9, 9). The Sound / Team Leader (Contribute & Commit)

ionships of trust and respect. In this style, high concern is paid both to people and production. As employees feel as a constructive part of the company.

th as team members and as people. They encourage the team to reach team goals as effectively a

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Examples of Leader speak:

"I initiate team action in a way that invites involvement and commitment." "I explore all facts and alternative views to reach a shared understanding
Q.6 Given below are certain observations done by an OD consultant for an organization

dealing with manufacturing of tyres. She makes the following observations about two key people in the organization. promotion to employees.

rson and encourages his team members by giving them recommendations and appreciation. This help

erves that he frequently punishes the non-performers and also gives them warnings regarding susp to. Explain the type of power they use often.

h rewards include money, promotions, compliments, or enriched jobs. Although all managers have som The type of power used by Mr. Raovikram is
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MB0038 Management Process and Organization Behavior - 4 Credits


(Book ID: B1127)

Master of Business Administration-MBA Semester 1


Assignment Set- 2

Q.1 Write a detailed note on management theories developed during classical Era.

ne, early theorists highlighted the division of labor where the maximum emphasis was on raising prod and time. Very little consideration was given towards the human elements in the workplace.

en 1900 to mid 1930s. The first general theories of management began to evolve and the main contr

ecting the right people for the job, train them to do it precisely in one best way. He favored wage plan

e worker to the manager; managers should do all the thinking relating to the planning and design of w

rmine the most efifcient way of doing work; assign the worker s task accordingly, specifying the precis orm the job thus designed. k efficiently.
'

r performances to ensure that appropriate work procedures are followed and that appropriate results

work. He insisted the use of time-and-motion study as a means of standardizing work activities. His sci work, to find the optimum mode of performance.

breaking down each task to its smallest unit to find what Taylor called ,,,,the one best way to do eac

eer and manager by profession, defined the nature and working patterns of the twentieth-century organiz Management, published in 1916. In it, he laid down what he called 14 principles of management. This theory is also called the Administrative Theory. The principles of the theory are:

uld be divided up with employees specializing in a limited set of tasks so that expertise is developed a

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he right to give orders and entails enforcing them with rewards and penalties; authority should be ma

smooth running of business and is dependent on good leadership, clear and fair arguments, and the ju

whatsoever, an employee should receive orders from one superior only; otherwise authority, discipline,

n: a group of activities concerned with a single objective should be co-coordinated by a single plan unde

f individual interest to general interest: individual or group goals must not be allowed to override those

ersonnel: this may be achieved by various methods but it should be fair, encourage effort, and not lead

ued only from the top of the organization is a problem which should take into account its characteri

y running from the top to the bottom of the organization, but sideways communication between those

t always be in their proper place; people must be suited to their posts so there must be careful organ 11. Equity: personnel must be treated with kindness and justice.

f personnel: rapid turnover of personnel should be avoided because of the time required for the deve

ployees should be encouraged to exercise initiative within limits imposed by the requirements of autho 14. Esprit de corps: efforts must be made to promote harmony within the organization and prevent dissension and divisiveness.

ng, co-coordinating and controlling. Many practicing managers, even today, list these functions as the organization activitiesintoitsbasiccomponents. He suggested that organizations could be sub-divided into six main areas of activity: 1. Technical 2. Commercial 3. Financial 4. Security 5. Accounting 6. Management.

tions worked and the contribution of management to that process, Fayol laid down a blueprint that h
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ation and called it a bureaucracy. This was a system marked by division of labor, a clearly defined hier

ecified, activities are distributed as official duties (unlike traditional form where duties delegated by lea

principle -- subordinates follow orders or superiors, but have right of appeal (in contrast to more diffuse

ons. Rules are stable, exhaustive, and can be learned. Decisions are recorded in permanent files (in t

eans of production or administration belong to office. Personal property separated from office property

als are selected on basis of technical qualifications, appointed not elected, and compensated by salary.

cial is a full-time employee and looks forward to a life-long career. Atfer a trial period they get tenure of
Q.2 . Write a short note on: (a) Contemporary work cohort (b) Alexithymia

orce has been segmented by the era they entered the workforce. Individuals' values differ, but tend t 1. Veterans Workers who entered the workforce from the early 1940s through the early 1960s. They exhibited the following value orientations: They were influenced by the Great Depression and World War II E EBelieved in hard work Tended to be loyal to their employer Terminal values: Comfotrable life and family security 2. Boomers Employees who entered the workforce during the 1960s through the mid-1980s belonged to this category. Their value orientations were:

y by John F. Kennedy, the civil rights and feminist movements, the Beatles, the Vietnam War, and baby-b

t gave a high emphasis on achievement and material success Organizations who employed them were of accomplishment and social recognition

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3. Xers began to enter the workforce from the mid-1980s. They cherished the following values: Shaped by globalization, two-career parents, MTV, AIDS, and computers Value flexibility, life options, and achievement of job satisfaction Family and relationships were important and enjoyed team-oriented work Money was important, but would trade off for increased leisure time

e personal sacrifices for employers than previous generations Terminal values: true friendship, happin 4. Nexters most recent entrants into the workforce. Grew up in prosperous times, have high expectation, believe in themselves, and confident in their ability to succeed Never-ending search for ideal job; see nothing wrong with job-hopping Seek financial success

am work, but are highly self-reliant Terminal values: freedom and comfortable life
Alexithymia emotional disorder

n by others as bland and cold. Their own feelings make them uncomfortable, and they are not able to d

Post-traumatic stress disorder Certain brain injuries

ating disorders (i.e., bulimia, anorexia, or binge-eating disorder) Substance use dependence
Depression

Other mental health conditions.

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improve his conflict management skills. He visits a consultant to help him. He gives the list of situa The situations are
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nt. They are based on the relative emphasis on cooperativeness and assertiveness in the relationship

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rties and Highlighting similarities and areas5i . Liagreement. This peaceful coexistence ignores the real es of en` :15511] 05 are compa I to:ReI n n unpopulFaarr'act iOn-s

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are the consultant, first suggest appropriate approach for each situation and then explain briefly the ap

nflicting parties that something is wrong and needs attention. It stresses gathering and evaluating info
Q.4 Explain General Adaptation is (4,e-er (GAS) NUTATIrdi/s7-.14Ptrc-e action syndrome
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escribed what he called the General Adaptation Syndrome (GAS), an adaptive response that occurs i
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gical and physical response to stress that is, the way a person tries to adapt to a stressor. The syn

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ters the alarm stage. A person in this stage wonders how to cope and feels anxiety, even panic. The

d uses it to resist the stressor's negative effects. The person tackles the problem, delegates the ch

e ends during resistance stage. But occasionally, a stressor persists. In situations where stressors pers

Q.5 What is groupthink what are its symptoms and also suggestmeasures to prevent groupthink.

According to Irving Janis (1972), groupthink is a deterioration of mental efficiency, "

greement leads members to be unwilling to evaluate group members' ideas critically. This hinders deci I) the first condition is high cohesiveness. Cohesive groups tend to avoid conflicts and to demand conformity.

uding directive leadership, high stress, insulation of the group and lack of methodical procedures for de ays recognizable symptoms.
Symptoms of Groupthink and how to Prevent It

Illusions of invulnerability: Group members feel they are above criticism. This symptom leads to excessive optimism and risk taking. implications of their decisions. Illusions of unanimity: Group members believe there is unanimous agreement on the decisions. Silence is misconstrued as consent. and there is an unwillingness to reconsider the group's assumptions. Stereotyping the enemy: Competitors are stereotyped as evil or stupid. This leads the group to underestimate its opposition. Self-censorship: Members do not express their doubts or concerns about the course of
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oup members feel they are moral in their actions and therefore above reproach. This symptom leads th

oncoct explanations for their decisions to make them appear rational and correct. The results are that

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action. This prevents critical analysis of the decisions. Peer pressure: Any members who express doubts or concerns are pressured by other group members, who question their loyalty.

emselves to protect the group from negative feedback. Group members are thus shielded from informa
Guidelines for Preventing Groupthink

Ask each group member to assume the role of a critical evaluator by actively voicing

stating his or her position on the issue prior to the group decision. Create several groups that work on Bring in outside experts to evaluate the group process. as possible.

uestion the group's course of action consistently. Evaluate the competition carefully, posing as man

Once consensus is reached, encourage the group to rethink its position by re-examining the alterna

s to a group. This may create a real drag on the group's efforts and achievements. When a group ca assumption that group's results will not indicate the individual's failure to contribute.

tion systems. For example, if each group member is responsible for a specific input to the group, a m

many employees are trying to work in a given amount of space or when the organization has poorly pl

nt departments. It needs some Intervention that may help the company to diagnose its problems and d

Unique fashions can make use of Action Research model

Action research model is another model of planned change. According to this model,

ion to bring the required changes. It emphasizes on the significance of data collection and diagnosis

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identification of one or a combination of problems in the organization and consequent requirement of phase where the organization consults with the experts in the same field to generate the ideas for im open and collaborative atmosphere is intended to be set up. This stage is usually completed by the expert otfen with the organizational members help. The
'

sis:

interview, process observation, questionnaires and organizational performance data. consultant provides the client with all the necessary data. At this point, the clients and the expert jointly decide whether they want to work on the identified problems.
'

ause action research is a collaborative activity, the diagnostic data is fed back to the client usually with
5) Joint diagnosis of the problem:

tion. This is the beginning of the movement process (refer to Lewin s model). At this stage, specific act y include new methods and procedures, reorganizing structures and work designs, and new behaviors.

atfer action:

Since action research is a cyclical process, data must also be gathered after the action h

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