Set 2

Q.1 Write a note on classical era for evolution of Organization behaviour.

Answer: The Classical Era We see this trend to continue in what is called as the classical era which covers the period between 1900 to mid 1930s. the first general theories of management began to evolve and the main contributors during this era were Frederick Taylor, Henri Fayol , Max Weber, Mary parker Follet and Chester Barnard. Frederick Taylor’s main emphasis was on finding one best way of doing each job. He stressed on selecting the right people for the job, train them to do it precisely in one best way. He favoured wage plans to motivate the workers. His scientific principles of management stressed the following principles:1. Shift all responsibility for the organization of work from the worker to the manager; managers should do all the thinking relating to the planning and design of work, leaving the workers with the task of implementation. 2. Use scientific methods to determine the most efficient way of doing work; assign the worker’s task accordingly, specifying the precise way in which the work is to be done.3. Select the best person to perform the job thus designed.4. Train the worker to do the work efficiently.5. Monitor worker performances to ensure that appropriate work procedures are followed and that appropriate results are achieved. Taylor was one of the first to attempt to systematically analyze human behavior at work. He insisted the use of time-and-motion study as a means of standardizing work activities. His scientific approach called for detailed observation and measurement of even the most routine work, to find the optimum mode of performance. The results were dramatic, with productivity increasing significantly. With passing time, new organizational functions like personnel and quality control were created. Of course, in breaking down each task to its smallest unit to find what Taylor called „„the one best way‟‟ to do each job, the effect was to remove human variability. Hence he lay the ground for the mass production techniques that dominated management thinking in the first half of the twentieth century. Henri Fayol, a mining engineer and manager by profession, defined the nature and working patterns of the twentieth-century organization in his book, General and Industrial 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: 1. Division of work: tasks should be divided up with employees specializing in a limited set of tasks so that expertise is developed and productivity increased.2. Authority and responsibility: authority is the right to give orders and entails enforcing them with rewards and penalties; authority should be matched with corresponding responsibility. 3. Discipline: this is essential for the smooth running of business and is dependent on good leadership, clear and fair arguments, and the judicious application of penalties.4. Unity of command: for any action whatsoever, an employee should receive orders from one superior only; otherwise authority, discipline, order, and stability are threatened.5. Unity of direction: a group of activities concerned with a single objective should be co-coordinated by a single plan under one head.6. Subordination of individual interest to general interest: individual or group goals must not be allowed to override those of the business.7. Remuneration of personnel: this may be achieved by various methods but it should be fair, encourage effort, and not lead to overpayment.

8. Centralization: the extent to which orders should be issued only from the top of the organization is a problem which should take into account its characteristics, such as size and the capabilities of the personnel. 9. Scalar chain (line of authority): communications should normally flow up and down the line of authority running from the top to the bottom of the organization, but sideways communication between those of equivalent rank in different departments can be desirable so long as superiors are kept informed.10. Order: both materials and personnel must always be in their proper place; people must be suited to their posts so there must be careful organization of work and selection of personnel. 11. Equity: personnel must be treated with kindness and justice.12. Stability of tenure of personnel: rapid turnover of personnel should be avoided because of the time required for the development of expertise.13. Initiative: all employees should be encouraged to exercise initiative within limits imposed by the requirements of authority and discipline.14. Esprit de corps: efforts must be made to promote harmony within the organization and prevent dissension and divisiveness. The management functions, that Fayol stated, consisted of planning, organizing, commanding, co-coordinating and controlling. Many practicing managers, even today, list these functions as the core of their activities. Fayol was also one of the first people to characterize a commercial organization‟s activities into its basic components.

Q.2 . What is groupthink. Explain.

Answer.Groupthink occurs when the pressure to conform within a group interferes with that group's analysis of a problem and causes poor group decision making. Individual creativity, uniqueness, and independent thinking are lost in the pursuit of group cohesiveness, as are the advantages that can sometimes be obtained by making a decision as a group—bringing different sources of ideas, knowledge, and experience together to solve a problem. Psychologist Irving Janis defines groupthink as: "a mode of thinking people engage in when they are deeply involved in a cohesive in-group, when the members' striving for unanimity override their motivation to realistically appraise alternative courses of action. Groupthink refers to a deterioration of mental efficiency, reality testing, and moral judgment that results from in-group pressures." It can also refer to the tendency of groups to agree with powerful, intimidating bosses. The concept of groupthink provides a summary explanation of reasons groups sometimes make poor decisions. Indeed, groups are supposed to be better than individuals at making complex decisions, because, through the membership, a variety of differing perspectives are brought to bear. Group members not only serve to bring new ideas into the discussion but also act as error-correcting mechanisms. Groups also provide social support, which is especially critical for new ideas. But when new perspectives are rejected (as in the "not invented here" syndrome), it is hard to correct errors. And if the social support is geared toward supporting the group's "accepted wisdom," the elements that can make groups better decision makers than individuals become inverted, and instead make them worse. Just as groups can work to promote effective thinking/decision making, the same processes which enhance the group's operation can backfire and lead to disastrous results. How Groupthink Works Janis identified seven points on how groupthink works. First, the group's discussions are limited to a few alternative courses of action

(often only two), without a survey of the full range of alternatives. Second, the group does not survey the objectives to be fulfilled and the values implicated by the choice. Third, the group fails to reexamine the course of action initially preferred by the majority of members from the standpoint of the nonobvious risks and drawbacks that had not been considered when it was originally evaluated. Fourth, the members neglect courses of action initially evaluated as unsatisfactory—they spend little or no time discussing whether they have overlooked nonobvious gain. Fifth, the members make little or no attempt to obtain information from experts who can supply sound estimates of gains and losses to be expected from alternative courses of action. Sixth, selective bias is shown in the way the group reacts to factual information and relevant judgments from experts. Seventh, the members spend little time deliberating about how the chosen policy might be hindered by bureaucratic inertia or sabotaged by political opponents; consequently, they fail to work out contingency plans. Three general problems seem to be at work: overestimation of group power and morality, closed mindedness, and pressures toward uniformity. Group-think occurs when a group feels too good about itself. The group feels both invulnerable and optimistic. The group feels morally right. Linked to this attitude of perfection is a correlative close mindedness. Warnings are ignored. Messengers of difference are dismissed. Negative, stereotypical views of opponents are created and used. Finally, there is pressure for uniformity. A certain amount of self-censorship occurs. If individuals have questions, they keep them to themselves. This lack of dissent results in what Janis calls an "illusion of unanimity." If any difference does occur, group pressure is applied to bring the dissident into line. Janis also mentions "the emergence of self-appointed mindguards—members who protect the group from adverse information that might shatter their shared complacency." If these precipitating problems support tendencies to groupthink, there are predisposing conditions as well. Janis suggests four conditions that predispose a group to groupthink: cohesiveness, group isolation/ insulation, leader intimidation, and an absence of decision-making procedures. As a group "hangs together" and members grow to like each other, there will be greater pressure not to introduce disturbing information and opinions that might tear at that cohesiveness. Maintaining the good feelings that come from such cohesion become part of the group's "hidden agenda." The insulation of the policy-making group is another factor. Frequently groupthinking groups are removed from interaction with others, perhaps because of their position within the organization. Lack of impartial leadership is a third contributing cause. When powerful leaders want to "get their way" they can overtly and covertly pressure the group into agreement. Finally, the lack of a template or protocol for decision making, or what Janis calls "norms requiring methodological procedures for dealing with decision making tasks," can also contribute to groupthink. How to Avoid Groupthink There are several things businesspeople can do to avoid groupthink: follow good meeting procedures, including the development of an agenda; aim for proper and balanced staff work; present competing views; and attend to correlative meeting problems, like exhaustion. A template for discussion might also be useful. One suggestion is to use an "options memo technique" in which information is presented as a problem statement, a list of options, and a preliminary recommendation. The group then looks at the preliminary recommendation with at least four questions in mind: 1) is the logic correct? (in selecting the preliminary recommendation from among the options); 2) is the judgment correct? (the logic may be fine, but the judgment may be

poor); 3) are there any problems or errors remaining in the preliminary recommendation?; and 4) can the preliminary recommendation be improved? In order to prevent group isolation, it may be helpful to bring in new participants on a regular basis, use outside experts, and invite the group to meet off-site so that changes in settings and surroundings are a stimulant. To avoid groupthink, it is vital for the group leader to become a statesperson or conductor instead of a partisan virtuoso. Leadership almost always involves getting work done through others. High-quality decisions are not made through intimidation, whether intentional or unintentional. Some bosses have no idea why people do not speak up, while the reason they do not is because they are likely to be attacked. Bosses encourage the best performance from groups when they can alert them to the kind of review that is expected. If the leader can be clear, and temperate, there is a great likelihood that norms of disagreement will develop. Finally, there is the cohesion process itself. Decision making tears at the fabric of group cohesion, and it is the desire to preserve cohesion that is an underlying dynamic of groupthink. But if decisions lower group cohesion it is not necessary to avoid decisions; an alternative is to rebuild cohesion each time. One way to accomplish this rebuilding is to complete decision making by about 65 percent of the way through the meeting, then move on to brainstorming for the last 20-30 percent of the meeting. People who have differed before have a chance to continue to interact, now around less threatening, future-oriented items. This meeting technique allows for decompression, and for rebonding of the group. Because of the flaws of individual decision making—selective perception, excessive self-interest, limited knowledge, limited time—most important decisions today are made in groups. And groups can do a spectacular job; but they often do not. Meetings, the place where groups do their decision-making work, have a bad reputation these days, largely because of processes such as groupthink. Groupthink is the result of flawed procedures, poor leadership, insulation, and an unmanaged desire for the maintenance of group cohesion and its good feelings. These factors can be addressed positively, and group decision making improved, while groupthink is kept to a minimum.

Q.3 Explain the process of Negotiation?

Answer. Negotiation is a dialogue intended to resolve disputes, to produce an agreement upon courses of action, to bargain for individual or collective advantage, or to craft outcomes to satisfy various interests. It is the primary method of alternative dispute resolution. Negotiation occurs in business, non-profit organizations, government branches, legal proceedings, among nations and in personal situations such as marriage, divorce, parenting, and everyday life. The study of the subject is called negotiation theory. Professional negotiators are often specialized, such as union negotiators, leverage buyout negotiators, peace negotiators, hostage negotiators, or may work under other titles, such as diplomats, legislators or brokers. Negotiation typically manifests itself with a trained negotiator acting on behalf of a particular organization or position. It can be compared to mediation where a disinterested third party listens to each sides' arguments and attempts to help craft an agreement between the parties. It is also related to arbitration which, as with a legal proceeding, both sides make an argument as to the merits of their "case" and then the arbitrator decides the outcome for both parties. There are many different ways to segment negotiation to gain a greater understanding of the essential parts. One view of negotiation involves three basic elements: process, behavior and

substance. The process refers to how the parties negotiate: the context of the negotiations, the parties to the negotiations, the tactics used by the parties, and the sequence and stages in which all of these play out. Behavior refers to the relationships among these parties, the communication between them and the styles they adopt. The substance refers to what the parties negotiate over: the agenda, the issues (positions and - more helpfully - interests), the options, and the agreement(s) reached at the end. Another view of negotiation comprises 4 elements: strategy, process and tools, and tactics. Strategy comprises the top level goals - typically including relationship and the final outcome. Processes and tools include the steps that will be followed and the roles taken in both preparing for and negotiating with the other parties. Tactics include more detailed statements and actions and responses to others' statements and actions. Some add to this persuasion and influence, asserting that these have become integral to modern day negotiation success, and so should not be omitted. Skilled negotiators may use a variety of tactics ranging from negotiation hypnosis, to a straight forward presentation of demands or setting of preconditions to more deceptive approaches such as cherry picking. Intimidation and salami tactics may also play a part in swaying the outcome of negotiations. Another negotiation tactic is bad guy/good guy. Bad guy/good guy tactic is when one negotiator acts as a bad guy by using anger and threats. The other negotiator acts as a good guy by being considerate and understanding. The good guy blames the bad guy for all the difficulties while trying to get concessions and agreement from the opponent This is a unique combination framework that puts together the best of many other approaches to negotiation. It is particularly suited to more complex, higher-value and slower negotiations.

Prepare: Know what you want. Understand them. Open: Put your case. Hear theirs.Argue: Support your case. Expose theirs. Explore: Seek understanding and possibility. Signal: Indicate your readiness to work together. Package:Assemble potential trades. Close: Reach final agreement. Sustain: Make sure what is agreed happens. There are deliberately a larger number of stages in this process as it is designed to break down important activities during negotiation, particularly towards the end. It is an easy trap to try to jump to the end with a solution that is inadequate and unacceptable. Note also that in practice, you may find variations on these, for example there may be loops back to previous stages, stages overlapping, stages running parallel and even out of order. The bottom line is to use what works. This process is intended to help you negotiate, but do not use it blindly. It is not magic and is not a substitute for thinking. If something does not seem to be working, try to figure out why and either fix the problem or try something else. Although there are commonalities across negotiations, each one is different and the greatest skill is to be able to read the situation in the moment and adapt as appropriate.

Q.4 The environmental stressors have a great impact on work performance andadjustment of the individual in an organization. Discuss the different categories ofenvironmental stressors.

Answer.It must be noted that stress factors are subjective and what one person may find stressful, others may not necessarily experience as negatively. The way in which we

experience and react to stress is described as an emotional condition which triggers physical, psychological and emotional responses from the individual.Formally, a stressor is defined as an event or context that elevates adrenaline and triggers the stress response which results in the body being thrown out of balance as it is forced to respond. Examples of Stress Triggers ‡ Environmental stressors (elevated sound levels, over-illumination, overcrowding)‡ Daily stress events (e.g. traffic, lost keys)

‡ Life changes (e.g. divorce, bereavement)

‡ W orkplace stressors (e.g. role strain, lack of control) Stressors usually fall into one of four categories:

‡ Internal stressors - these we carry around inside of us. They are self owned stressors. These stressors may range from the posture we adapt, to addictions and assessment of life/personal satisfaction or simply not getting enough sleep.

‡ External stressors - these are the stressors in the environments in which we operate and will range from parental pressure, to work pressure, to role pressure, to household pressure, traffic, crime etc.

‡ Hidden stressors - these are factors which cause stress but where the underlying cause is difficult to identify. It often results in conflicting feelings and a sense of an inappropriate reaction or response to a situation. For example underdeveloped emotional intelligence where self-awareness is not apparent.

‡ Obvious stressors - there are also those situations which obviously do or are intended to bring about stress. For example a work deadline would be an imposed obvious stressor where as the death of a loved one would be un-imposed but an obvious one. Types of Environmental Stressors Noise Research has demonstrated that high levels of background noise can severely impair one¶s ability to concentrate. It has been shown that excessive, intermittent or unpredictable noise can cause tension and headaches as well as raise people's blood pressure. It can impact concentration and reduce the ability to perform complex tasks. It can also undermine teamwork, as people in a noisy environment tend to become more irritable and less willing to help one another. Solutions to noise at work can involve:

‡ Arranging to work from a home office.

‡ Installing partitions or physical barriers to reduce or deaden sound.

‡ Scheduling work tasks so that those requiring the most focus can be completed when the environment is more peaceful.

‡ Using meeting rooms separate from the main source of noise.

‡ If all else fails, using earplugs! Lighting Poor lighting, such as insufficient light, light that is too bright or light that shines directly into one¶s eyes can cause eye strain and increase fatigue. In addition to lighting conditions, the quality of light is also important. Most people are happiest in bright daylight. Daylight which measures 10,000 lux (equivalent to a bright sunny day) is known to trigger a release of chemicals in the body that brings about a sense of psychological well-being. Unfortunately, most types of artificial light do not seem to have the same effect on mood. You will probably find that improving the quality of light will also improve the quality of your working environment. Solutions to poor light conditions at work may include:

‡ Arranging work spaces to be near a window.

‡ W henever possible, allowing natural light to shine through open doors and windows.

‡ Trimming bushes that are in front of windows, painting walls with lighter colours, checking into thepossibility of installing skylights.

‡ Installing brighter light bulbs in work areas or using full-spectrum bulbs in desk lamps. Poor AirQuality Research has shown that poor air quality at work can trigger headaches and tiredness, as well as impair one is ability to concentrate. A variety of factors can contribute to the problem of poor air quality, including a high concentration of pollutants in the air, poor air circulation or inadequate ventilation. Other sources of poor air quality include smoking, heating and air conditioning systems, ionization by electrical equipment, overcrowding (too many people in a small space), pollution, solvents or other chemicals from carpets, furniture or paint, and excess humidity or dryness. Solutions to poor air quality at work may involve:

‡ Opening windows.‡ Banning smoking indoors.‡ Using dehumidifiers when humidity is a problem or humidifiers if it is too dry.‡ Introducing plants ± not only do plants raise the amount of oxygen in the air and reduce stuffiness, they also help to absorb pollutants in the air; evaporation of water from plant pots or the plants themselves will help to raise humidity when the air is too dry.‡ Keeping yourself hydrated by drinking water. Clutter and DisorganizationAnother source of environmental stress can be a work environment that is dirty, messy, or uncomfortable. The distraction of working in an area that is disorganized, untidy and chaotic can make it more difficult to achieve your goals. Solutions to disorganization can involve:‡ Contracting with janitorial services to ensure the workplace is kept clean.‡ Developing systems for organizing product, information, and equipment.‡ Implementing on- or off-site storage systems.‡ Storing or discarding unnecessary furniture, equipment and office products.Furniture and ErgonomicsPoorly designed furniture, or the improper use of quality furniture, generally contributes to a variety of aches and pains. The most common of these is backache. Prolonged ergonomic

problems can produce serious injuries. Taking the time to arrange one¶s working environment is key to working comfortably and avoiding injury.Solutions to ergonomic concerns at work may involve:‡ Ensuring that office chairs are properly adjusted to reduce the risk of injury to the body.‡ Arranging computer work stations so that correct postures are used when working with the monitor, keyboard, mouse, and documents.‡ Organizing work materials and accessories to improve efficiency and reduce the distance and frequency of reaches.‡ Organizing your workday to include tasks, breaks and exercises that allow you to vary your posture, rest your muscles and prevent muscle tension or soreness.‡ Consulting with a professional who can give you expert advice, as often the ideal solution may not be immediately obvious. Stress and performance For the most part, people view stress as a negative factor. Stress however is only negative when it isexcessive, unmanaged and results in adverse symptoms and experiences. Some of the negative consequences include:‡ Feeling anxious, irritable, or depressed‡ Apathy, loss of interest in work or other activities‡ Problems sleeping‡ Fatigue,‡ Trouble concentrating ‡ Muscle tension or headaches‡ Stomach problems‡ Social withdrawal‡ Loss of sex drive‡ Using alcohol or drugs to copeIt is clear that with these symptoms the individual's performance at work, home and in social settings will be adversely affected. Negative stress also seems to have a self-building facet where once stressed, additional factors just keep contributing to the stress and increase the stress levels while decreasing performance and functioning.

Q.5 Given below are certain instances observed by the summer trainee Ritu, while making an observational study at G l o b a l G r e e n c o n s u l t a n t s . An organization dealing with recycling of plastic products waste etc. She makes the following observation about two key people in the organization.1. Mr. Patnayak He is a very friendly person and encourages his team members by giving those recommendations and appreciations. This helps HR to decide about giving a bonus or promotion to employees.2. Mr. Dutta - He is an aggressive person. He frequently loses his temper. Ritu observes that he frequently punishes the non-performers and also give them warnings regarding suspension etc. Now ex plain what base of power does Mr. Patnayak and Mr. Dutta belongs to.E x plain the type of powerthey use often

ANS:Ten Types of Power

1. Position. Some measure of power is conferred on the basis of one’s formal position in an organization. For example, a marketing manager can influence the decisions that affect the marketing department. However, the marketing manager has little power to influence the decisions that affect the finance department.2. Knowledge or expertise. People who have knowledge or expertise can wield tremendous power. Of course, knowledge in itself is not powerful. It is the use of knowledge and expertise that confers power. Thus, you could be an incredibly bright person and still be powerless.3. Character or ethics. The more trustworthy individuals are, the more power they have in negotiations. The big issue here is whether they do what they say they are going to do²even when they no longer feel like doing it.4. Rewards. People who are able to bestow rewards or perceived rewards hold power. Supervisors, with their ability to give raises, hold power over employees. Money can have power. But money, like anything else, holds very little power if it is not distributed.5. Punishment. Those who have the ability to create a negative outcome for a counterpart have the power of punishment. Managers who have the authority to reprimand and fire employees hold this type of power. State troopers and highway patrol officers who have the ability to give out speeding tickets also have this power.6. Gender. Dealing with someone of the opposite sex can confer power. We have videotaped many negotiation case studies in which the turning point came when a woman casually touched a man’s hand or arm to make her point.7. Powerlessness. In some instances, giving up all power can be very powerful. If a kidnapper threatens a hostage with death enough times, the hostage may just challenge the kidnapper to go ahead and kill him. At the point that the hostage gives up power, or control over his own death, the kidnapper actually loses power.8. Charisma or personal power. When we ask participants in our seminars for examples of leaders who have had charisma or personal power, invariably the names of Mother Teresa, John F. Kennedy, and Ronald Reagan come up. When we ask, ³What do all three of these leaders have in common?´ participants usually respond, ³Passion and confidence in what they believe in.´

9. Lack of interest or desire. In negotiations, as in many other areas of life, the side with the least interest in what is being negotiated holds the most power. If you are buying a house and you really do not care if you purchase the house you are currently negotiating for or the one down the street, you will most likely hold more power in the negotiation²unless, of course, the sellers could care less if they sell the house today or live in it for another ten years!10. Craziness. This may sound funny, but bizarre or irrational behavior can confer a tremendous amount of power. Every organization has someone who blows up or behaves irrationally when confronted with problems. Those who have been exposed to this type of behavior tend to avoid such individuals. As a result, these individuals are not given many tasks to accomplish because others are afraid to ask them.Leadership style influence level of motivation. However, throughout a lifetime, man¶s motivation is influenced by changing ambitions and/or leadership style he works under or socializes with. Command-and-control leadership drains off ambition while worker responsibility increases ambition. Leadership Style versus Motivation Leadership Style Motivation Type Motivation is Based on: Personality Type Efficiency Limited supervision

Worker with decision making responsibility Self motivated Creativity Leader of ideas or people. Independent Achiever Thrives on change High Team motivated Mixed styles Goal motivated Opportunity Personality type and efficiency depends on leader's skill and/or the work environment he's created. Reward motivated Materialism Recognition motivated Social status High level of supervision Command-and-control Peer motivated To be like others Status quo Dependency Resist change Low Authority motivated Follows policy Threat, fear motivated Reacts to force‡ Self-motivated or visionaries will not accept authority controlled environments. They will find a way to escape if trapped.‡ In a team-motivated environment, dependency types will become inspired and strive to be acceptable with independent thinking coworkers.‡ Associates influence the level of individual motivation. Reaction to Change Command-and-control leadership is the primary style in our society. It is accepted because efficiency is created by repetitive action, teaching people to resist change. Once acquiring a skill, they do not want to learn another. The worker adapts to level three with an occasional trip to level two Worker responsibility is just the opposite, it motivates people to thrive on change by seeking challenges, finding ways to achieve goals. Level one is the leader of changing technology, finding ways to create efficiency. Reaction to Efficiency The efficiency of advancing technology is forcing change. It is up to the individual or business to decide which side of change they want to be on, the leading edge or trailing edge. The leading edge is exciting while the trailing edge is a drag. Playing catch-up drains motivation while leaders of change inspire motivation. With today’s changing technology, an individual must be willing to abandoned old skills and learn new ones. The ability to adapt is achieved through self-development programs. Because level one thrives on change, they adapt to whatever methods gets things done with the least amount of effort. This brings us to work habits.In level one, management and front line workers, together, are searching for ways to solve and prevent problems. Decisions are made on the front line where alternative methods are analyzed. Being able to prevent problems is a motivating force. In level three management makes all decision, as a result, management must find ways to solve all problems and find alternative methods. Front line employees may be aware conflicts, but they don’t have the authority to take action and have learned not to be concerned. Supervisors are only concerned with elements that management thinksare important. Under command-and-control leadership, management considers the opinions or concerns of people on the front line to be trivial. As a result, management takes action only when problems become too big to ignore. If workers have conflicts with their supervisors, they will find ways to increase the magnitude of problems, creating a combative environment. A downward spiral of management implementing more control and workers resisting control develop. Under worker responsibility,management and workers unite to prevent or solve problems.

Team MotivatedElementary problems are prevented or solved at the source. Getting the job done is the primary goal of management and workers. Dependency of Authority Elementary are dealt with by management when large enough to be recognized. Abused WorkersLack of leadership skills and the desire for power creates elementary problems. Managers focus on worker control. Getting the job done is down the list. Workers goal is to find ways to

do little as possible. Command and Control Leadership - Problems are always out of control. Reaction to Learning Habits In level two, young workers are establishing work habits, developing attitudes and learning a professional skill. Out of training and on the job, motivation level will depend on the leadership style they work under. Under command-and-control leadership, ambitions will be associated withmaintaining the status quo. Under worker responsibility, ambitions will be associated with opportunity. They will continually expand their skills as the need or as opportunity arises. Reaction to Goals Self-motivated people are goal motivated. Once they conquer one goal, they establish another. Every goal is a learning process that requires all the elements in level one. Companies that attract and keep this type of person stay on the leading edge of technology. The CEO is a visionary in customer service and employee leadership. The employees' goals are the same as the CEO’s.If the CEO desires control, then he will lead in such a way that trains subordinates to lead by control. As a result, the employees' goals are quitting time and payday.Reaction to Recognition Recognition is important; it builds positive self-esteem. By itself, its benefits are short lived. Long-term benefits are achieved when the employee feels the job could not have been done without them. This means they were faced with a challenge, which means, they had the responsibility and authority to take action. This environment is found in level one. Self-motivated projects' is the ability to start and finish what one has started. Most people, working alone, do not finish what they start. The ability to finish challenging projects is the secret to being a winner. First requirement is interest, then asking questions which inspires' the learning process. W ith information, a challenge isPresented and a goal set. W hen action is taken, the barriers of persistence, risk, fear and failure become a challenge by itself. Self-motivated projects are difficult because no one cares if they succeed, which is another barrier. This is why most people quit before they get a good start. People, who find ways to overcome barriers and hang in there, are the winners. They develop skills and confidence, which are required steps to larger projects.Team Motivated ProjectsEveryone can be inspired to achievement in a team-motivated environment. With a common goal, team members support each other until success is achieved. In this environment, others do care and team members are needed for achieving the goal. For this reason, team motivation is extremely powerful. The exchange of ideas, information and testing the results, adds to the motivating force. As a result, each member seeks to be a leader of quality input.

Q.6 Fashion4Now is a famous and old magazine. The top management decides to start the e- edition of the magazine. They also decide the redefine the policies and culture of window to truth To start implementing, this change, they frequently call meetings of employees. They have also formed groups at different levels to clarify doubts and ex plain the perspective of change. Analyze the situation in the context of organizational change and elaborate why the top management is following the discussed practices and what approach is most evident in the context.Answer: Typically, the concept of organizational change is in regard to organization-wide change, as opposed to smaller changes such as adding a new person, modifying a program, etc.

Examples of organization-wide change might include a change in mission, restructuring operations (e.g., restructuring to self-managed teams, layoffs, etc.), new technologies, mergers, major collaborations, "rightsizing", new programs such as Total Quality Management, re-engineering, etc. Some experts refer to organizational transformation. Often this term designates a fundamental and radicalreorientation in the way the organization operates. The levels of organizational changePerhaps the most difficult decision to make is at what "level" to start. There are four levels of organizational change: First let's describe these levels, and then under what circumstances a business should use them.Level 1- shaping and anticipating the futureAt this level, organizations start out with few assumptions about the business itself, what it is "good" at, and what the future will be like. Management generates alternate "scenarios" of the future, defines opportunities based on these possible futures, assesses its strengths and weaknesses in these scenarios changes its mission, Measurement system etc. More information on this is in the next article, "Moving from the Future to your Strategy."Level 2 - defining what business(es) to be in and their "Core Competencies Many attempts at strategic planning start at this level, either assuming that 1) the future will be like the past or at least predictable; 2) the future is embodied in the CEO's "vision for the future"; or 3) management doesn't know where else to start; 4) management is too afraid to start at level 1 because of the changes needed to really meet future requirements; or 5) the only mandate they have is to refine what mission already exists.After a mission has been defined and a SWOT (strengths, weaknesses, opportunities and threats) analysis is completed, an organization can then define its measures, goals, strategies, etc. More information on this is in the next article, "Moving from the Future to your Strategy."Level 3 - Reengineering (Structurally Changing) Your Processes Either as an aftermath or consequence of level one or two work or as an independent action, level three work focuses on fundamentally changing how work is accomplished. Rather than focus onmodest improvements, reengineering focuses on making major structural changes to everyday with the goal of substantially improving productivity, efficiency, quality or customer satisfaction. To read more about level 3 organizational changes, please see "A Tale of Three Villages."Level 4 - Incrementally Changing your ProcessesLevel 4 organizational changes are focusing in making many small changes to existing work processes. Oftentimes organizations put in considerable effort into getting every employee focused on making these small changes, often with considerable effect. Unfortunately, making improvements on how a buggy whip for horse-drawn carriages is made will rarely come up with the idea that buggy whips are no longer necessary because cars have been invented. To read more about level 4 organizational changes and how it compares to level 3, please see "A Tale of Three Villages." Some General Guidelines to Organization-Wide Change1. Consider using a consultant. Ensure the consultant is highly experienced in organization-wide change. Ask to see references and check the references.2. W idely communicate the potential need for change. Communicate what you're doing about it. Communicate what was done and how it worked out.3. Get as much feedback as practical from employees, including what they think are the problems and what should be done to resolve them. If possible, work with a team of employees to manage the change.

4. Don't get wrapped up in doing change for the sake of change. Know why you're making the change. What goal(s) do you hope to accomplish?6. Plan the change. How do you plan to reach the goals, what will you need to reach the goals, how long might it take and how will you know when you've reached your goals or not? Focus on the coordination of the departments/programs in your organization, not on each part by itself. Have someone in charge of the plan.7. End up having every employee ultimately reporting to one person, if possible, and they should know who that person is. Job descriptions are often complained about, but they are useful in specifying who reports to whom.8. Delegate decisions to employees as much as possible. This includes granting them the authority and responsibility to get the job done. As much as possible, let them decide how to do the project.9. The process won't be an "aha!" It will take longer than you think.10. Keep perspective. Keep focused on meeting the needs of your customer or clients.11. Take care of yourself first. Organization-wide change can be highly stressful.12. Don't seek to control change, but rather to expect it, understand it and manage it.13. Include closure in the plan. Acknowledge and celebrate your accomplishments.14. Read some resources about organizational change, including new forms and structures.