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Name : P. Srinath
SMDUE ID : 520923307
Center : Mehbub College Campus, Secunderabad
Subject Code : MB0022
Subject : Management Process & Organizational Behavior
ASSIGNMENT MBA SEM I Subject Code:
MB0022 SET 1
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a) Determining the main functions for achieving the objectives
of the firm.
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(d) Communicating with employees regarding plans and their
implementation.
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substantial changes in his firms performance by managing time more
efficiently. Management of time involves the following steps.
(i) Time Analysis: First of all a systematic study is made to find out
the proportion of total time spent by the manager and his
workers on different activities.
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Controlling: set and monitor performance the standard of progress
toward goals identifying performance problems by comparing data against
standards control tools such as scheduling, charting techniques, standard
operating procedures(SOP), budgeting, disciplinary actions etc. then besides
those functions are important there have three management skills are
important also which are technical, human, and conceptual skills.
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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.
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.
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investigation. Pavlov referred to this as a conditioned stimulus (CS).
Conversely, presentation of the significant stimulus necessarily evokes an
innate, often reflexive, response. Pavlov called these the unconditioned
stimulus (US) and unconditioned response (UR), respectively. If the CS and
the US are repeatedly paired, eventually the two stimuli become associated
and the organism begins to produce a behavioral response to the CS. Pavlov
called this the conditioned response (CR).
Types
The onset of the US precedes the onset of the CS. Rather than being a
reliable predictor of an impending US (such as in Forward Conditioning), the
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CS actually serves as a signal that the US has ended. As a result, the CR is
said to be inhibitory.
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and extract aspects valuable to them from the multiple subcultures they
belong to. If a group member expresses a value that is in serious conflict with
the group's norms, the group's authority may carry out various ways of
encouraging conformity or stigmatizing the non-conforming behavior of its
members. For example, imprisonment can result from conflict with social
norms that have been established as law.
Locus of control
Machiavellianism
Locus of Control: It is a term in psychology which refers to a person's belief
about what causes the good or bad results in his or her life, either in general
or in a specific area such as health or academics. Locus of control refers to
the extent to which individuals believe that they can control events that
affect them. Individuals with a high internal locus of control believe that
events result primarily from their own behavior and actions. Those with a
high external locus of control believe that powerful others, fate, or chance
primarily determine events. Those with a high internal locus of control have
better control of their behavior, tend to exhibit more political behaviors, and
are more likely to attempt to influence other people than those with a high
external locus of control; they are more likely to assume that their efforts will
be successful. They are more active in seeking information and knowledge
concerning their situation.
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traits referred to as the dark triad, along with narcissism and psychopathy.
Some psychologists consider Machiavellianism to be essentially a subclinical
form of psychopathy.
Halo Effect: -
The halo effect [Murphy & Anhalt, 1992] occurs when we draw a
general impression on the basis of a single characteristic. For example, while
appraising the lecture, students may give prominence to a single trait, such
as enthusiasm and allow heir evaluation to be tainted by how they judge the
instructor on that trait which stood out prominently in their estimation of that
person. Research suggests that it is likely to be most extreme when the traits
to be perceived are ambiguous in behavioral terms, when the traits have
moral overtones, and when he perceiver is judging traits with which he or she
has had limited experience.
Selective Perception: -
Any characteristic that makes a person, object, or event stand out will
increase the probability that it will be perceived. It is impossible for an
individual to internalize and assimilate everything that is seen. Only certain
stimuli can be taken in selectively. Selectivity works as a shortcut in judging
other people by allowing us to speed-read others, but not without the risk
of drawing an inaccurate picture. The tendency to see what we want to see
can make us draw unwarranted conclusions from an ambiguous situation.
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Sthitha Prajna [emotional stability] similar to the concept of emotional
intelligence can be traced in the second chapter of Sri mad Bhagavat Gita ,
in a specific conversation between lord Krishna and Arjuna in a situation of
kurukshetra battle field. Before the battle started Arjuna was in deep sorrow
and pity, found his close relatives, friends and respected gurus in enemy
side. The win the battle he was supposed to kill those beloved ones. He got
confused about his rightful duty. Due to this heat of non-strength, he refused
to join the battle. In this context lord Krishna who played the chariot to Arjuna
advised him to become the steady minded person. He also told that an
individual achieved his/her goal only when the mind becomes steady, poised
and balanced. This concept talks about a unique interdependence between
emotion and intelligence for effective decision making which was most
essential in excelling in every sphere of life.
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Social Competence: It compromises of two dimensions namely,
empathy and social skills. Empathy is the ability to feel and get concerned for
others, take their perspective and to treat people according to their
emotional reactions. Social skills are the ability to build rapport and to
manage relationships with people. People having the skill are very effective
persuasiveness and team management. Social skills are the culmination of all
other components of emotional intelligence.
The important stages through which the group formation passes are
described below.
i. Forming:
In this stage the members are entering the group. The main concern is
to facilitate the entry of the group members. The individuals entering are
concerned with issues such as what the group can offer them, their needed
contribution, similarity to their personal needs, goals and group goals, the
acceptable normative and behavioural standards expected for group
membership and recognition for doing the work as a group.
ii. Storming:
This is a turbulent phase where individuals try to basically form
coalitions and cliques to achieve a desired status within the group. Members
go also through the process of identifying to their expected role requirements
in relation to group requirements. In the process, membership expectations
tend to get clarified, and attention shifts toward hurdles coming in the way of
attaining group goals. Individuals begin to understand and appreciate each
others interpersonal styles, and efforts are made to find ways to accomplish
group goals, while also satisfying individual needs.
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iii. Norming:
From the norming stage of group development, the group relay begins
to come together as a coordinated unit. At this point, close relationship
develop and the group shows cohesiveness. Group members will strive to
maintain positive balance at this stage.
iv. Performing:
The group now becomes capable of dealing with complex tasks and
handling internal disagreements in novel ways. The structure is stable, and
members are motivated by group goals and are generally satisfied. The
structure is fully functional and accepted at this stage. Group energy makes a
transition from members focus on getting to know and understand each other
to performing. For permanent work groups, performing is the last stage in
their development.
v. Adjourning:
Groups do not always proceed clearly from one stage to the next.
Sometimes several stages go on simultaneously, as when groups are
storming and performing. Groups may at times regress to earlier stages.
Another problem is that it ignores organisational context. For instance, a
study of a cockpit crew in an airliner found that, within 10 minutes, three
strangers assigned to fly together for the first time had become a high
performing group. The rigid organisational context provides the rules, task
definitions, information and resources required for the group to perform
effectively.
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reward others or is derived from the formal authority vested in the individual
due to his /her strategic position in the organisational hierarchy. For example
a manager can threaten to hold the pay hike. Such coercive power is the
extent to which a manager can deny desired rewards or administer
punishments to control other people. The presence of unions and
organisational policies on employee treatment can weaken this power base
significantly.
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b. Personal Power: Personal power resides in the individual and is
independent of that individuals position. The bases of personal power are
expertise, rational, persuasion and reference.
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Problem Identification: The first step in OD process involves
understanding and identification of the existing and potential problems in the
organisation. The awareness of the problem includes knowledge of the
possible organisational problems of growth, human satisfaction, the usage of
human resource and organisational effectiveness.
High or low levels of stress sustained over long periods of time can lead to
reduced employee performance, thus this requires action by management.
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Individual approaches:
Organizational approaches:
As there is positive side of stress which provides drive and excitement and
motivation for individuals to push themselves o achieve more in their lives in
the fulfilment of their set goals.
There is no single level of stress that is optimal for each individual. We all
are motivated, distressed by different levels of simulation in a given situation.
How much resilience a person can exhibit while handling stressful situations,
would vary across individuals as they are likely to differ in their psychological
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responses to it. Researchers have shown the following regarding the
capabilities of handling stress:
The person who enjoys arbitrating disputes and moves from job site to job
site would be stressed in a job which was stable and routine.
Our personnel stress requirements and the amount which we can handle
before we succumb to stress changes with age.
Many illnesses are related to unrelieved stress. If one is experiencing
stress symptoms, he has gone beyond the optimal stress level, and then it
is necessary to reduce stress.
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Developing some mutually supportive friendships and stable
relationships help in sharing bottled up emotions and reduce stress.
Expecting some frustrations, failures and sorrows as part of life can make us
gear up mentally in handling stressful situations rather than succumb to
them.
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