mb0038 solved fall drive assignment 2011

8/3/2019 MB0038 Solved Fall Drive Assignment 2011

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1. Explain the four processes of Social Learning Theory.

The Social Learning Theory was proposed by Albert Bandura. It recognizesthe importance of observing and modeling the behaviors, attitudes, and

emotional reactions of others. The four processes of Social LearningTheory are:a) Attention processes,

b) Retention processes,

c) Motor reproduction processes, d) Reinforcement processesa) Attention processes: Social Cognitive Theory implies that you must

pay attention for you to learn. If you want to learn from thebehaviour of the model (the person that demonstrates thebehaviour), then you should eliminate anything that catches your

attention other than him. Also, the more interesting the model is,the more likely you are to pay full attention to him and learn.

b) Retention processes: The ability to store information is also animportant part of the learning process. Retention can be affected bya number of factors, but the ability to pull up information later andact on it is vital to observational learning.

c) Reproduction processes: Once you have paid attention to the modeland retained the information, it is time to actually perform thebehavior you observed. Further practice of the learned behaviorleads to improvement and skill advancement.

Reinforcement processes: Finally, in order for observationallearning to be successful, you have to be motivated to imitate thebehaviour that has been modeled. Reinforcement and punishmentplay an important role in motivation. While experiencing thesemotivators can be highly effective, so can observing otherexperience some type of reinforcement or punishment. Forexample, if you see another student rewarded with extra credit for

being to class on time, you might start to show up a few minutesearly each day.

2. 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 their interests, background, experience, knowledge,exposure, and attitudes. The tendency to see what we want to see

using short cuts can make us draw unwarranted conclusions from anambiguous situation.


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b) Halo Effect This effect occurs when we draw a general impressionon the basis of a single characteristic. But what this experimentdemonstrates is that although we can understand the halo effectintellectually, we often have no idea when it is actually happening. This is what makes it such a useful effect for marketers andpoliticians. We quite naturally make the kinds of adjustments

demonstrated in this experiment without even realising it. And then,even when it's 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 haveencountered recently.

d) Projection This tendency to attribute one`s own characteristics toother people is called projection. This too can distort perceptionsmade about others. When managers engage in projection, theycompromise their ability to respond to individual differences. They

tend to see people as more 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 aregeneralizations about a group of people whereby we attribute adefined set of characteristics to this group. These classifications canbe positive or negative, such as when various nationalities arestereotyped as friendly or unfriendly. It is easier to createstereotypes when there is a clearly visible and consistent attributethat can easily be recognized. This is why people of colour, policeand women are so easily stereotyped. People from stereotyped

groups can find this very disturbing as they experience anapprehension (stereotype threat) of being treated unfairly.

First-Impression Error - is the tendency to form lasting opinions about anindividual based on initial perceptions. We tend to remember what weperceive first about a person and sometimes we are quite reluctant tochange our initial impressions.

3. Describe the bases of power.

Poweris the ability to make things happen in the way an individual wants,either by self or by the subordinates. The essence of power is control overthe behavior of others (French & Raven, 1962). Managers derive powerfrom both organizational and individual sources. There two kinds of power Formal and Informal.Formal Power consists of the following bases - Coercive, Reward,Legitimate, InformationalInformal Power consists of the following bases Expert, Rationalpersuasion, Referent power, Charismatic power

Positional power - Also called "legitimate power", it is the power of anindividual because of the relative position and duties of the holder of the


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position within an organization. Legitimate power is formal authoritydelegated to the holder of the position. It is usually accompanied byvarious attributes of power such as uniforms, offices etc. This is the mostobvious and also the most important kind of power.

Referent power - Referent power is the power or ability of individuals toattract others and build loyalty. It's based on

the charisma and interpersonal skills of the power holder. A person maybe admired because of specific personal trait, and this admiration createsthe opportunity for interpersonal influence. Here the person under powerdesires to identify with these personal qualities, and gains satisfactionfrom being an accepted follower. Nationalism and patriotism counttowards an intangible sort of referent power. For example, soldiers fight inwars to defend the honour of the country. This is the second least obviouspower, but the most effective. Advertisers have long used the referentpower of sports figures for products endorsements, for example. Thecharismatic appeal of the sports star supposedly leads to an acceptanceof the endorsement, although the individual may have little real credibilityoutside the sports arena.

Expert power - Expert power is an individual's power deriving from theskills or expertise of the person and the organization's needs for thoseskills and expertise. Unlike the others, this type of power is usually highlyspecific and limited to the particular area in which the expert is trainedand qualified.

Reward power - Reward power depends on the ability of the power wielderto confer valued material rewards, it refers to the degree to which theindividual can give others a reward of some kind such as benefits, timeoff, desired gifts, promotions or increases in pay or responsibility. This

power is obvious but also ineffective if abused. People who abuse rewardpower can become pushy or became reprimanded for being tooforthcoming or 'moving things too quickly'.

Coercive power - Coercive power is the application of negative influences.It includes the ability to demote or to withhold other rewards. The desirefor valued rewards or the fear of having them withheld that ensures theobedience of those under power. Coercive power tends to be the mostobvious but least effective form of power as it builds resentment andresistance 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 asrational argument, persuasion, or factual data. Members of a group canmake information into power by giving it to others who need it, bykeeping it to themselves, by organizing it in some way, by increasing it, oreven by falsifying it.

4. Ms. Chanchal Das Gupta is a recruitment specialist. For thepost of QC Manager, she interviews three candidates. Givenbelow are the physical characteristics of the candidates

Candidate Physical Characteristics
http://en.wikipedia.org/wiki/Uniformhttp://en.wikipedia.org/wiki/Referent_powerhttp://en.wikipedia.org/wiki/Charismahttp://en.wikipedia.org/wiki/Interpersonal_skillshttp://en.wikipedia.org/wiki/Nationalismhttp://en.wikipedia.org/wiki/Patriotismhttp://en.wikipedia.org/wiki/Referent_powerhttp://en.wikipedia.org/wiki/Charismahttp://en.wikipedia.org/wiki/Interpersonal_skillshttp://en.wikipedia.org/wiki/Nationalismhttp://en.wikipedia.org/wiki/Patriotismhttp://en.wikipedia.org/wiki/Uniform


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Mr.Ravi Muscular, thick skin, rectangularshaped

Mr.Gineesh Thin, delicate build, large brain, tall

Mr.Ramgopal Soft, round shaped, underdevelopedmuscles

From the above descriptions, what personality traits can Ms.Chanchal derive out of the candidates as per Sheldons theory ofpersonality?Per Sheldon`s theory of personality, below are the traits that Ms. Chanchalcan derive:

Mr. Ravi represents Mesomorph body type. He is well-proportioned. Psychologically he is Adventurous, Courageous,

Indifferent to what others think or want, Assertive/bold, Zest forphysical activity, Competitive, With a desire for power/dominance,And a love of risk/chance

Mr. Gineesh represents Ectomorph body type. Psychologically he isSelf-conscious, Private, Introverted, Inhibited, Socially anxious,Artistic, Intense, Emotionally restrained, Thoughtful

Mr. Ramgopal represents Endomorph body type. Psychologically heis Sociable, Fun-loving, Love of food, Tolerant, Even-tempered, Good

humoured, Relaxed, With a love of comfort, And has a need for affection

5. What are the consequences of conflict in organisations?

Organizational Conflict can have both positive and negativeconsequences.Negative consequences: Increased costs (time, money) devoted to dealingwith the conflict, wasted resources and energy spent dealing with theconflict, Decreased productivity, Lowered motivation, Decreased morale,Poor decision-making, Withdrawal and miscommunication or non-

communication, Complaints and blaming, Backstabbing and gossip,Attitudes of distrust and hostility (that may influence all futureinteractions, (Permanent) erosion to personal, work, and communityrelationships, Harm to others not directly involved in the conflict,Damaged emotional and psychological well-being of those involved in theconflict, Dissatisfaction and stress.

Positive consequences: Leads to new ideas, Stimulates creativity,Motivates change, Promotes organizational vitality, Helps individuals andgroups to establish identities, Serves as a safety valve to indicateproblems, Builds cooperation, Helps individuals to develop skills on how tomanage conflicts, Improving quality decisions.


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6. Explain sensitivity training.

Sensitivity training is a psychological technique in which intensive groupdiscussion and interaction are used to increase individual awareness of

self and others; it is practiced in a variety of forms under such names asT-group, encounter group, human relations, and group-dynamics training.The group is usually small and unstructured and chooses its own goals. Atrained leader is generally present to help maintain a psychologically safeatmosphere in which participants feel free to express themselves andexperiment with new ways of dealing with others. The leader remains asmuch as possible outside the discussion. Issues are raised by the groupmembers, and their interactions evoke a wide variety of feelings. Theleader encourages participants to examine verbally their own and othersreactions. It is believed that as mutual trust is developed, interpersonalcommunication increases, and eventually attitudes will change and be

carried over into relations outside the group. Often, however, thesechanges do not endure. Sensitivity training seems to be most effective ifsessions are concentrated and uninterrupted, as in several days ofcontinuous meetings. Sensitivity-training methods derived in large partfrom those ofgroup psychotherapy. They have been applied to a widerange of social problems (as in business and industry) in an effort toenhance trust and communication among individuals and groupsthroughout an organization.
http://www.britannica.com/EBchecked/topic/186583/http://www.britannica.com/EBchecked/topic/247160/group-therapyhttp://www.britannica.com/EBchecked/topic/186583/http://www.britannica.com/EBchecked/topic/247160/group-therapy

mb0038 solved fall drive assignment 2011

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