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Sikkim manipal universityMaster of Business Administration-MBA

SEMESTER 1

Assignment Set- 1&2

MB0038 Ma nagem ent P rocess andOrganization Behavior

LEARNING CENTER: Source One Educational Society

LEARNING CENTER CODE: 2739

Submitted by

Mohammad Irfan

ROLL NO: 511227843

DATE: 24-06-2012

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Master of Business Administration-MBA Semester 1

MB0038 Management Process and Organization Behavior - 4 Credits

(Book ID: B1127)

Assignment Set- 1 (60 Marks)

Q.1 State the characteristics of management.

Ans: Important Characteristics of Management:

1. Management as a continuous process:

Management can be considered as a process because it consists of planning,organizing, activating and controlling the resources (personnel and capital) of an

organization. So they are used to the best advantage in achieving the objectives of theorganization.None of the managerial functions would produce the ultimate results in the absence ofall other basic functions. Hence we can say that management is a continuous process.

2. Management as a discipline:

Since the boundaries of management are not exact as that of any other physicalsciences, it may not fit in very well for being addressed as discipline. However its statusas a discipline increases because it continuously discovers many aspects of businessenterprises and also passes on the verified knowledge to the practitioners of themanagerial process.

3. Management as a career:

As a career or occupation, management is a broad concept- Management itselfcan be regarded as a career, but it also presents a variety of interesting and challengingcareers focused on specialized occupations in the fields such as marketing, finance andpersonnel.

4. Management as an Applied Science:

Even though management is a science so far as it possesses a systematized bodyof knowledge and uses scientific methods of research, it is not an exact science, likenatural sciences which deal with living phenomena such as botany and medicine.Hence, management is definitely a social science like economics or psychology and hasthe same institutions .

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5. Universal Application:

Management is a universal activity, applied to any form of activity, economic orotherwise.

6. Goal Oriented:

Management has the task of attaining certain objectives. The success or failure ofthe management depends on how far it is able to attain the desired goals. It is judged bythe extent to which it achieves its targets.

7. Guidance:

The main task of the management is guidance in the utilization of material andhuman resources in the best possible way. Through optimum utilization of resources it

has to ensure that the objectives are attained. The essential element of management isthat it gets the work done by coordinating the performance of those who actuallyperform diverse and specific jobs.

8. Divorced from proprietorship:

Management does not signify proprietorship. In earlier days, management andenterprise were lumped into the same factor. It now refers to a specialized group ofpeople who have acquired the ability to carry out a project.

9. An activating factor:

Management is the factor which activates other factors of production. Amanager's skill lies in motivating his workers through guidance, training, incentives,rewards, status, security, control, etc. So a mangers' ability lies in the fact that he is ableto motivate others to apply their skill to the best advantage of the enterprise in theaccomplishment of its objectives.

10. Management is a human activity:

Management functions are discharged only by individuals. No corporate body or

an artificial being can perform thework of a management. Although it is an activity which may be performed by anindividual it cannot be seen. It can only be felt.

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11. Management signifies authority:

Since the essence of management is to direct, guide and control, it has to haveauthority. Authority is the power to compel others to work and behave in a particularmanner. Management cannot discharge its function without authority. It is the

foundation of management. Since management has authority it stands at a higherpedestal.

12. Leadership:

The management has to lead a team of workers. It must be capable of inspiring,motivating and winning their confidence.

Q2. What are the 14 principles of management of Henri Fayol?

Ans: Management Principles developed by Henri Fayol:

1. Division of work:

Work should be divided among individuals and groups to ensure that effort andattention are focused on special portions of the task. Fayol presented workspecialization as the best way to use the human resources of the organization.

2. Authority:

The concepts of Authority and responsibility are closely related. Authority wasdefined by Fayol as the right to give orders and the power to exact obedience.Responsibility involves being accountable, and is therefore naturally associated withauthority. Whoever assumes authority also assumes responsibility.

3. Discipline:

A successful organization requires the common effort of workers. Penaltiesshould 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 commonobjective in a common direction.

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6. Subordination Of Individual Interests To The General Interests: The interests ofone 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, generalbusiness conditions, and success of the business, should be considered in determining aworkers 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 ordecentralization should be adopted depends on the specific organization in which themanager 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, possess certain amounts of authority. ThePresident possesses the most authority; the first line supervisor the least. Lower levelmanagers 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 tobe successful.

10. Order:

For the sake of efficiency and coordination, all materials and people related to aspecific 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 ofmanagement. 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 definedas new or additional work activity undertaken through self direction.

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14. Espirit De Corps:

Management should encourage harmony and general good feelings amongemployees

Q3. Distinguish between internal and external forces of change.

Ans: Internal forces and External forces of change:

1) Internal forces

Any change in organizations internal factors may also necessitate change. Such achange is required because of two reasons: change in managerial personnel anddeficiency in existing organizational practices.

Change in the top management:

Change in the top management and consequent change in the ideas to run theorganization also leads to change in the system, structure and processes. Old managersare replaced by new managers which are necessitated because of retirement, promotion,transfer or dismissal. Each new manager brings his own ideas and way of working intothe organization. The formal or informal relationships may change because of changesin top management. Moreover, attitudes, ideology, leadership style of the person maybe different from the earlier one, this will reflect in their actions and decisions. Theresult is that an organization has to change accordingly.

Change in size of the organization:

Change in the organizations size leads to change in the internal structure andcomplexity of the operations in the organization.

Performance gaps:

When a gap between set target and actual results (in terms of market share,employee productivity and profit) is identified, organizations face the forces to changeand reduce the gap.

Employee needs and values:

With changing needs and values of the employees, organizations change theirpolicies. For example, attractive financial incentives, challenging assignments, verticalgrowth opportunities and autonomy at work may be provided in an organization toattract and retain its effective employees.

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Deficiency in existing organization:

Sometimes, changes are necessary because of deficiency in the presentorganizational arrangement and process. These deficiencies may be in the form ofunmanageable span of management, large number of managerial levels, lack of co-ordination between various departments, obstacles in communication, multiplicity of

committees, lack of uniformity in policy decisions, lack of co-operation between lineand staff and so on.

2) External forces

Each organization has goals and responsibility related to others in itsenvironment. Thus, an organization must not only deal with its environment inconducting its affairs, but also give consideration to the goals of others, as it establishesits goals and conducts its operations. The present-day environment is dynamic and willcontinue to be dynamic. Changes in social, political, economic, technological, and legal

environment force organizations to change themselves. Such changes may result inorganizational changes like major functions, production process, labour-managementrelations, nature of competition, economic constraints, organization methods, etc. Inorder to survive in the changing environment, organization must change.

Technology:

Technological changes are responsible for changing the nature of the jobperformed at all levels in an organization. When there is a change in technology in theorganizations environment and other organizations adopt the new technology, theorganization under focus becomes less cost-effective and its competitive positionweakens. Therefore, it has to adopt new technology. When the organizations adopt anew technology, its work structures are affected and a new equilibrium has to beestablished. We have seen that technology has impact on organization structure,organizational processes, and behavior of people. For example, computers andautomation have made significant impact on organizational functioning.

Business scenario:

Due to rapid changes in the business scenario with increasing competition andglobal economy, the needs and demands are also changing among the customers,

suppliers and other stakeholders. Organizations are, therefore, forced to change theiroperational methods to meet the demands of the stakeholders. Since every organizationexports its outputs to the environment, an organization has to face competition in themarket. There may be two types of forces which may affect the competitive position ofan organization, other organizations supplying the same products and, buyers who arebuying the product. Any change in these forces may require suitable changes in theorganization. For example, when Indian economy was liberalized (the process still

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continues), there were many foreign organizations which entered the Indian market.This forced many Indian organizations to re-align themselves with the new situation.The result is that there have been many cases of divesting the business andconcentrating on the core business, acquiring core business, and developingcompetitive competence to face competitive threats. Similarly, there may be changes in

buyers in terms of their needs, liking-disliking, and income disposal for a product.These changes force the organizations to bring those products which meet buyersrequirements.

Environmental and National factors:

Environmental factors such as economic, political and demographic and legalfactors play a vital role in devising organizational policies and strategy. Any change inthese political and legal factors may affect the organizational operation. For example,organizations may have to change their employment policies in accordance with the

government policy, demand of the non-government organizations and changingeconomic conditions of a country.

Social changes:

Social changes reflect in terms of peoples aspirations, their needs, and their wayof working. Social changes have taken place because of the several forces like level ofeducation, urbanization, feeling of autonomy, and international impact due to newinformation sources. These social changes affect the behavior of people in theorganization. Therefore it is required to make adjustment in its working so that itmatches with people.

Q4. Define emotional intelligence. Explain Golemans model of emotionalintelligence.

Ans: Emotional intelligence

In society, one's intelligence quotient (IQ) is measured by academic knowledge,above-average grades, and IQ tests. Emotional intelligence known as EQ however,is an ability that is learned in infancy through positive caregivers, but isnt recognized

until grade school. In grade school, children use EQ while interacting andcommunicating with others.

Understanding Emotional Intelligence

Emotional intelligence was introduced in the 1990s by two psychologists, JohnMayer and Peter Salovey. They define emotional intelligence as the mental ability to

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reason with emotions to enhance thought while promoting emotional and intellectualgrowth. Mayer and Salovey developed a model to explain the capacity of emotions,the ability to reason with them, understanding the emotions messages, and themeanings that they project.The model was later expanded upon by Daniel Goleman, a science journalist and

psychologist. Goleman believed that EQ was the difference between mastery versuscompetence. Ability means competence.

The potential to learn it is seen in the work or training to determine its mastery.Due to this thought, Goleman developed five concepts that each person attains, listed inhis 1995 bestseller, Emotional Intelligence: Why It Can Matter More Than IQ.

Emotional Intelligence (EI) describes the ability, capacity, skill or, in thecase of the traitEI model, a self-perceived ability, to identify, assess, and manage the emotions of one'sself, of others, and of groups. Different models have been proposed for the definition of

EI and disagreement exists as to how the term should be used. Despite thesedisagreements, which are often highly technical, the ability EI and trait EI models (butnot the mixed models) enjoy support in the literature and have successful applicationsin different domains.

Goleman's framework of emotional intelligence

Goleman developed a framework to explain emotional intelligence in terms offive elements, he described as self-awareness, self-regulation, motivation, empathy andsocial skills. Each of these elements has distinctive characteristics, as outlined below:

1) Self-awareness:

Examining how your emotions affect your performance; using your values toguide decision-making; self-assessment - looking at your strengths and weaknesses andlearning from your experiences; and being self-confident and certain about yourcapabilities, values and goals.

2) Self-regulation:

controlling your temper; controlling your stress by being more positive and

action-centred; retaining composure and the ability to think clearly under pressure;handling impulses well; and nurturing trustworthiness and self-restraint.

3) Motivation:

Enjoying challenge and stimulation; seeking out achievement; commitment;ability to take the initiative; optimism; and being guided by personal preferences in

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choosing goals.

4) Empathy:

The ability to see other people's points of view; behaving openly and honestly;

avoiding the tendency to stereotype others; and being culturally aware.

5) Social skills:

The use of influencing skills such as persuasion; good communication withothers, including employees; listening skills; negotiation; co-operation; disputeresolution; ability to inspire and lead others; capacity to initiate and manage change;and ability to deal with others' emotions - particularly group emotions.

Q5. Explain the different leadership styles as per Managerial Leadership Grid

Theory.

Ans:The Managerial Grid was the original name which was the modifications were

made by Robert R Blake and Anne Adams McCanse. After the modifications it wasnamed as Leadership Grid.

Figure: Leadership Grid

Leadership Grid an approach to understanding a leaders concern for results(production) and concern for people

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The five major leadership styles specified as per Managerial Leadership GridTheory:

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

In this style, managers have low concern for both people and production.Managers use this style to avoid getting into trouble. The main concern for the manageris not to be held responsible for any mistakes, which results in less innovative decisions.A leader uses a delegate and disappear management style. Since they are notcommitted to either task accomplishment or maintenance; they essentially allow theirteam to do whatever it wishes and prefer to detach themselves from the team processby allowing the team to suffer from a series of power struggles.

2. The country club style (1,9). The accommodating Leader (Yield & Comply)

This style has a high concern for people and a low concern for production.Managers using this style pay much attention to the security and comfort of theemployees, in hopes that this would increase performance. The resulting atmosphere isusually friendly, but not necessarily that productive.This person uses predominantly reward power to maintain discipline and to encouragethe team to accomplish its goals. Conversely, they are almost incapable of employingthe more punitive coercive and legitimate powers. This inability results from fear thatusing such powers could jeopardize relationships with the other team members.

3. The produce or perish style (9,1). The Controlling Leader (Direct & Dominate)

This believes in the authority-obedience. With a high concern for production, anda low concern for people, managers using this style find employee needs unimportant;they provide their employees with money and expect performance back. Managersusing this style also pressure their employees through rules and punishments to achievethe company goals. This dictatorial style is based on Theory X of Douglas McGregor,and is commonly applied by companies on the edge of real or perceived failure. This isused in case of crisis management.People who get this rating are very much task-oriented and are hard on their workers

(autocratic). There is little or no allowance for co-operation or collaboration. Heavilytask-oriented people display these characteristics: they are very strong on schedules;they expect people to do what they are told without question or debate; whensomething goes wrong they tend to focus on who is to blame rather than concentrate onexactly what is wrong and how to prevent it; they are intolerant of what they see asdissent (it may just be someones creativity), so it is difficult for their subordinates tocontribute or develop.

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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 organization performance is possible through balancing the necessity to getout wprk with maintaining morale of people at satisfactory level. Managers using thisstyle try to balance between company goals and workers needs. By giving someconcern to both people and production, managers who use this style hope to achieveacceptable performance.

5. The team style (9, 9). The Sound / Team Leader (Contribute & Commit)

This is based on the aspect that work accomplishment is from committed people;interdependence through a common stake in the organization purpose leads to

relationships of trust and respect. In this style, high concern is paid both to people andproduction. As suggested by the propositions of Theory Y, managers choosing to usethis style encourage teamwork and commitment among employees. This method reliesheavily on making employees feel as a constructive part of the company.This type of person leads by positive example and endeavors to foster a teamenvironment in which all team members can reach their highest potential, both as teammembers and as people. They encourage the team to reach team goals as effectively aspossible, while also working tirelessly to strengthen the bonds among the variousmembers. They normally form and lead some of the most productive teams.

Q6. Mr. Suresh Kumar is the VP- HR of a leading Financial services company. Heis having a meeting with Ms. Rejani Chandran leading HR consultant. Mr. Suresh isconcerned about creating an environment that helps in increasing the job satisfactionamongst employees. Assume that you are Ms. Rejani, the HR consultant. Whatsuggestions you will give to Mr. Suresh, for creating an environment that increases

job satisfaction?

Job satisfaction is the sense of fulfillment and pride felt by people who enjoytheir work and do it well. For an organization, satisfied work force ensures commitmentto high quality performance and increased productivity. Job satisfaction helpsorganizations to reduce complaints and grievances, absenteeism, turnover, and

termination.Job satisfaction is also linked to a healthier work force and has been found to be a

good indicator of longevity. And although only little correlation has been foundbetween job satisfaction and productivity, it has also been found that satisfying ordelighting employees is a prerequisite to satisfying or delighting customers, thusprotecting the bottom line.

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Below are the suggestions that as a leading HR consultant I will give to Mr. Suresh,for creating an environment that increases job satisfaction:

Mentally Challenging Work:

Employees tend to prefer jobs that give them opportunities to use their skills and

abilities and offer a variety of tasks, freedom and feedback on how well they are doing.Under conditions of moderate challenge, most employees will experience pleasure andsatisfaction.

Personality-Job Fit:

People with personality types congruent with their chosen vocations should findthey have the right talents and abilities to meet the demands of their jobs; and becauseof this success, they have a greater probability of achieving high satisfaction from theirwork. It is important, therefore to fit personality factors with job profiles.

Equitable Rewards: Employees want pay systems and promotion policies that theyperceive as being just, unambiguous, and in line with their expectations. When pay isseen as fair based on job demands, individual skill level, and industry pay standards,satisfaction is likely to result. Similarly, employees seek fair promotion policies andpractices.Promotions provide opportunities for personal growth, more responsibilities andincreased social status. Individuals who perceive that promotion decisions are made ina fair and just manner are likely to experience job satisfaction.

Supportive working conditions: Employees prefer physical conditions that arecomfortable and facilitate doing a good job. Temperature, light, noise and otherenvironmental factors should not be extreme and provide personal comfort. Further,employees prefer working relatively close to home, in clean and relatively modernfacilities and with adequate tools and equipment.

Supportive Colleagues: Employees have need for social interaction. Therefore, havingfriendly and supportive co-workers and understanding supervisors leads to increasedjob satisfaction. Most employees want their immediate supervisor to be understandingand friendly, those who offer praise for good performance, listen to employeesopinions and show a personal interest in them.

Whistle blowing: Whistle-blowers are employees who inform authorities ofwrongdoings of their companies or co-workers. Whistle blowing is important becausecommitted organizational members sometimes engage in unethical behaviour in anintense desire to succeed. Organizations can manage whistle blowing bycommunicating the conditions that are appropriate for the disclosure of wrongdoing.Clearly delineating wrongful behaviour and the appropriate ways to respond areimportant organizational actions.

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Social Responsibility: Corporate social responsibility is the obligation of anorganization to behave in ethical ways in the social environment in which it operates.Socially responsible actions are expected of organizations. Current concerns includeprotecting the environment, promoting worker safety, supporting social issues,

investing in the community, etc. Managers must encourage both individual ethicalbehaviour and organizational social responsibility.

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Master of Business Administration-MBA Semester 1MB0038 Management Process and Organization Behavior - 4 Credits

(Book ID: B1127)Assignment Set- 2 (60 Marks)

Note: Each question carries 10 Marks. Answer all the questions.

Q1. Explain Senstive Training

Sensitivty training is a psychological technique in which intensive group

discussion and interaction are used to increase individual awareness of self and others ;

it is participated 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 ledader is generally present to help

maintain a psychologically safe atmosphere in which participants feel free to expressthemselves 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 evokea wide variety of feelings.

The leader encourages participants to examine verbally 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

out side t he group. O ft en, 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-trainingmethods 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. The objectives of sensitivity training are as follows:

1. To make participants increasingly aware of, and sensitive to, the emotional reactions

and expressions in themselves and others.

2. To increase the ability of participants to perceive, and to learn from, the consequences

of their actions through attention to their own and others feelings.

3. To stimulate the clarification and development of personal values and goalsconsonant with a democratic and

scientific approach to problems of personal and social decisions and actions.

4. To develop achievement of behavioral effectivenss in participants.

5. To develop concepts and theoretical framework for linking personal values and goals

to actions consistent with these inner factors and situational requirements.

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Process of Sensitivity Training:

Sensitivity training focuses on small group (T-group) with number of members

ranging from ten to twelve. T-groups designed to provide members with experiential

learning about group dynamics, leadership and interpersonal relationships.

The basic T-group training or sensitivity training is to change the standards,attitudes and behavior of individuals by using psychological techniques and programs.

Based on the sources from these members are drawn,there may be three typesof T-

group: stranger-lab, cousin-lab, and family-lab. In the stranger-lab, all participants are

from different organizations and they are strangers to each other. In cousin-lab, all

participants are from the same organization but from different units.

Q2. Describe the bases of power.

Power is the ability to make things happen in the way an individual by self orby the subordinates.

There two kinds of po wer Formal and informal

Formal power consists of the following bases Reward, Coercive, Legitimate,

Informational

Informal power consists of the following bases Expert, Rational Persuasion, Referent

Power, Charmistic Power, Positional Power

Also called "legitimate power", it is the power of an individual because of the

relative position and duties of the holder of the position within an organization.

Legitimate power is formal authority delegated to the holder of the position. It is

usually accompanied by various attributes of power such as

uniforms , offices etc. This is the most obvious and also the most important kind of power.

Referent power - Referent power is the power or ability of individuals to attract others

and build loyalty. It's based on the charismaand interpersonal skills of the power holder.

A person may be admired because of specific personal trait, and this admiration createsthe opportunity for interpersonal influence. Here the person under power desires to

identify with these personal qualities, and gains satisfaction from being an accepted

follower.

Nationalism and patriotism count towards an intangible sort of referent power. For

example, soldiers fight in wars to defend the honor of the country.

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This is the second least obvious power, butte most effective. Advertisers have long

used the referent power of sports figures for products endorsements, for example. The charismatic

appeal of the sports star supposedly leads to an acceptance of the endorsement, although

the individual may have little real credibility outside the sports arena. Expert power -

Expert power is an individual's power deriving from the skills or expertise of the personand the organization's needs for those skills and expertise. Unlike the others, this type of power

is usually highly specific and limited to the particular area in which the expert is trained

and qualified. Reward power - Reward power depends on the ability of the power wielder to

confer valued material rewards, it refers to the degree to which the individual can give

others a reward of some kind such as benefits, time off, desired gifts, promotions or

increases in pay or responsibility. This power is obvious but also ineffective if abused.

People who abuse reward power can become pushy or became reprimanded for being

too forthcoming or 'moving things too quickly. Coercive power - Coercive power is the

application of negative influences. It includes the ability to demote or to withhold otherrewards. The desire for valued rewards or the fear of having them withheld that

ensures 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 from the people who experience it. Informational

power - Informational power is based on the potential use of informational resources.

This influence can occur through such means as rational argument, persuasion, or factual

data. Members of a group can make information into power by giving it to others who

need it, by keeping it to themselves, by organizing it in some way, by increasing it, oreven by falsifying it.

Q3. What are the hindrances that we face in perception?

Following are the barriers to perception:

a) Selective perception: People selectively interpret what they see on the basis of theirinterests, background, experience, knowledge, exposure, and attitudes. The tendency tosee what we want to see using short cuts can make us draw unwarranted conclusions

from an ambiguous situation.

b) Halo Effect: This effect occurs when we draw a general impression on the basis of asingle characteristic. ButBut what this experiment demonstrates is that although we can understand the halo

effect intellectually, we often have no idea when it is actually happening. This is what

makes it such useful for marketers and politicians. We quite naturally make the kinds of

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adjustments demonstrated in this experiment without even realizing it. And then, even

when its pointed out to us, we may well still deny it.

c) Contrast Effect: Individuals do not evaluate a person in isolation. Their reaction to

one person is influenced by other people they have encountered recently.

d) Projection: This tendency to attribute ones own characteristics to other is called

projection. This too 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 a shore homogeneous than they really are.

e) Stereotyping: Judging someone on the basis of our perception of the group to which

he or she belongs. Stereotypes are generalizations about group of people whereby

we attr ibute a defined set o f characteristics to this group. These classificationscan be positive or negative, such as when various nationalities are stereotyped as

friendly or unfriendly. This is why people of color, police and women are so easily

stereotyped. People from stereotyped groups can find this very disturbing as they experience

an apprehension (stereotype threat) of being treated unfairly.

f) First-Impression Error : Is the tendency to form lasting opinions about an individual

based on initial perceptions. We tend to remember what we perceive first about a

person and sometimes we are quite reluctant to change our initial impressions

Q4. What are the consequences of conflict in organizations?

Negative consequences:

Increased costs (time, money) devoted to dealing with the conflict, wasted resources

and energy spent dealing with the conflict. Decreased productivity, Lowered motivation,

Decreased morale, Poor decision-making, Withdrawal and miscommunication or non-

communication, Complaints and blaming, Backstabbing and gossip, Att itudes of

distrust and hostility (that may influence all future interactions, (Permanent) erosion to

personal, work, and community relat ionships, harm to others not direct ly involved

in the conflict, damaged emotional and psychological well being of those

involved in the confl icts , Dissatisfaction and stress .

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Positive Consequences:

Leads to new ideas, stimulates creativity, Motivates change, promotes

organizational vitality, Helps individuals and groups to establish identities, serves as a

safety valve to indicate problems, Builds Cooperation,Helps individuals to develop skills on how to manage conflicts, Improving quality

decisions.

Q5. Explain the four processes of Social Learning Theory?

The social learning theory was proposed by Albert Bandera. It recognizes the

importance of observing and modeling the behaviours, attitudes and emotional

reactions of others.

The four processes of Social Learning Theory are a) Attention processes,b) Retention processes, c) Motor reproduction processes) Reinforcement processes

a) Attention processes: Social cognitive theory implies that you must pay attention for

you to learn. If you want to learn from the behavior of the model (the person that

demonstrates the behavior), then you should eliminate anything that catches your

attention other than him. Also, the more interesting models is, the more likely you are

to pay full attention to him and learn.

b) Retention processes: The abi lit y to st ore i nformat ion is a lso an i mpor tantpart of t he l earni ng process . Retent ion can be aff ect ed by a n umber of factors,

but the ability to pull up information later and act on it is vital to observational learning.

c) Reproduction processes: Once you have paid attention to the model and

retained the information, it is time to actually perform the behavior you observed.

Further practice of the learned behavior leads to improvement and skill advancement.

d) Reinforcement processes: Finally, in order for observational learning to be

successful, you have to be motivated to imitate the behavior that has been modeled.Reinforcement and punishment play an important role in motivation. While

experiencing these motivators can be highly effective, socanobservingotherexperience some

type of reinforcement or punishment. For example, if you see another student rewarded

with extra credit for being to class on time, you might start to show up a few minutes

earlyeachday.

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Q6. Ms. Chanchal Das Gupta is a recruitment specialist. For the post of QCManager, she interviews three

candidates. Given below are the physical characteristics of the candidates.

Candidate Physical Characteristics

Mr. Ravi Muscular, thick skin, rectangularsha ed.

Mr.GineeshThin, delicatebuild, largebrain, tall.

Mr.RamgopalSoft, round shaped,underdeveloped muscles.

From the above descriptions, what personality traits can Ms. Chanchalderive out of the candidates as per Sheldons theory of personality?

Per Sheldon`s theory of personality, below are the traits that Ms. Chanchalcan derive:

Mr. Ravi represents Mesomorph body type. He is well-proportioned.Psychologicallyhe is Adventurous, Courageous, Indifferent to what othersthink or want,

Assertive/bold, Zest for physical activity, Competitive, Witha 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 isSociable, Fun-loving, Love of food, Tolerant, Even-tempered, Goodhumoured, Relaxed, With a love

of comfort, And has a need for affection.