ASSIGNMENTS-MBA Sem-1

Subject Code MB0022

(3 credits)
Set - 1

Subject Name: Management Process and Organizational

Behavior
Q.1. “TODAY MANAGER NEED TO PERFORM VERIOUS
FUNCTION”-ELABORATE THE STATEMENT.
ANS: Follett (1933) defined management as “the art of getting things done
through people.”Management function has been regrouped into four categories.
The managerial tasks have become highly challenging a fluid in nature making
distinctions redundant to a certain extend. The four functions are as follows:
1. Planning
2. Organizing
3. Leading
4. Controlling

PLANNING : The process of defining goals, establishing strategies for achieving

these goals, and developing plans to integrate and coordinate activities. Every
organization needs to plan for change in order to reach its set goal. Planning also
enhances the decision –making process. all level of management engage in
planning in their own way for achieving their preset goals. Planning in order to be
useful must be linked to the strategic intent of an organization. Top level
managers engage chiefly in strategic planning or long range planning strategic
planning is the process of developing and analyzing the organization mission.

ORGANIZING : It involves designing, structuring and coordinating the work

components to achieve organizational goal. It is the process of determining what
tasks are to be done, who is to do, how the tasks are to be grouped, who reports
to whom, and where decision are to be made. A key issue in accomplishing the
goal identified in the planning process is structuring the work of the organization.
Organization is groups of people with ideas and resources, working toward
common goals. The purpose of the organizing function is to make the best use of
the organizations resources to achieve organizatoionalgoals. Organizational
structure is the formal decision-making framework by which job tasks are divided,
grouped, and coordinated. The official organizational structure conceived and
built by top management.

LEADING: An organization has the greatest chance of being successful when all
of the employees work toward achieving its goal. Since leadership involves the
exercise of influence by one person over others, the quality of leadership
exhibited by supervisors is a critical determinant of organizational success.
Leadership studies can be classified as trait, behavioral, contingency, and
transformational. Earliest theories assumed that the primary source of leadership
effectiveness lay in the personal traits of the leaders themselves. Yet traits alone
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cannot explain leadership effectiveness. Thus later research focused on what the
leader actually did when dealing with employees. These behavioral theories of
leadership sought to explain the relationship between what the leaders did and
how the employees reacted, both emotionally and behaviorally. Yet behavior can’t
always account for leadership in different situation. Thus contingency theories of
leadership studied leadership style in different environments.

CONTROLLING: Control is the process through which standards for performance

of people and processes are set communicated and applied. Effective control
system use mechanism to monitor activities and take corrective action.

Q: 2.''SKILLS ARE THE TOOL FOR PERFORMANCE”- EXPLAIN

VARIOUS MANAGEMENT SKILLS.

Ans: Tools are mechanism to achieve desired objective of organization. Manager

needs to achieve of organization through co ordinate activities of employees of
organization.
Katz (1974) has indentified three essential management skills: technical, human
and conceptual.

TECHNICAL SKILLS: The ability is to apply specialized knowledge or expertise.

All jobs require some specialized expertise, and many people develop their
technical skills on the job. Vocational and on the job training programs can be
used to develop this type of skill.

HUMAN SKILL: This is the ability to work with, understand and motivate other
people (both individually & a grope).This requires sensitivity towards other issues
and concerns. People, who are proficient in technical skill, but not with
interpersonal skill, may face difficulty to manage their subordinates, To acquire
the Human Skill, it is pertinent to recognize the feeling and sentiments of others,
ability to motivate others even in adverse situation, and communicate own feeling
to others in a positive and inspiring way.

CONCEPTUAL SKILL: This is an ability to critically analyze, diagnose a situation

and forward a feasible solution. It requires creative thinking, generating option
and choosing the best available option.

Q: 3. WHAT IS NEGOTIATION? EXPLAIN THE PROCESS OF

NEGOTIATION.

Ans: Negotiation is a '' process in which two or more parties exchange goods or
services and attempt to agree upon the exchange rate for them. There are two
general approaches to negotiation: distributive bargaining and integrative
bargaining.

The Negotiation Process – A model of the negotiation process is as follows:

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Preparation and planning: At this stage, homework needs to be done in regard to
the nature, history, concerned parties of the conflicts. Based on the information, a
strategy is developed. Both the parties Best Alternative to a Negotiated
Agreement (BATNA) need to be determined. BATNA determines the lowest value
acceptable to you for a negotiated agreement for both the parties.

Definition of ground rules:

At the stage, the venue, the negotiators, time will be decided.

Clarification and justification:

When initial positions have been exchanged, the origin demands of both the
parties Sneed to be explained and justified. Proper documentation is required at
this stage to support each of the party’s position.

Barganing and problem solving :

The essence of the negotiation process is the actual give and take in trying to
hash out an agreement . Concessions will undoubtly need to be made by both
parties.

Closure and implementation:

This is the final step , where the agreement is formalized and procedures to
implement the agreement will be developed.

Q:4. EXPLAIN CLASSICAL CONDITIONING THEORY ?

Ans: Classical Conditioning is a form of associative learning process proposed
by Pavlov (1927). This process involves presentations of a neutral stimulus along
with a stimulus of some significance. The neutral stimulus does not lead to an
overt behavioral response from the organism. This is called as Conditioned
Stimulus (CS).Significant stimulus evokes an innate, often reflexive, response.
This is called Unconditioned Stimulus (US) & Unconditioned Response (UR),
respectively. If the CS & the US are repeatedly paired, eventually the two stimuli
become associated and the organism begins to produce a behavioral response to
it. It is the Conditioned Response (CR).Classical conditioning was first
experimented by Russian physiologist, Ivan Pavlov, to teach dogs to salivate in
response to the ringing of a bell. During his research on the physiology of
digestion in dogs, Pavlov used a bell before giving food to his dog. Rather then
simply salivating in the presence of meat (a response to food- unconditioned
response) after a few repetitions, the dog started to salivate in response to the
bell. Thus a neutral stimulus (bell) becomes a conditioned stimulus (CS) as a
result of consistent pairing with the unconditioned stimulus (US- meat).Pavlov
referred to this learned relationship as a Conditioned Response.

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Q: 5. HOW ARE CULTURE AND SOCIETY RESPONSIBLE TO
BUILT VALUE SYSTEM?

Ans: Culture hence with society. Hence each of these variables culture & society
influences others. It is on going process. People change its own value system as
per requirement of society where he belongs.

Values represent basic convictions that ''a specific mode of conduct or end
state of existence is personally or socially preferable to an opposite or converse
mode of conduct or end state of existence'' (Rokeach, 1973) Values build the
foundation for the understanding of attitudes and motivation of an individual,
since, value has a great impact on perceptions. Values shape
relationships,behaviors,and choices. The more positive are people's actions. A
significant portion of the values an individual hold is established in the early
years- from parents, teachers,friends,and others.

Q :6. WRITE SHORT NOTES ON LOCUS OF CONTROL,

MACHIAVELLIANISM?

Ans: LOCUS OF CONTROL : A person's perception of the source of his

/her fate is termed locus of control. Locus of control was formulated within the
framework of Rotter;s(1954)social learning theory of personality.
Rotter(1975)pointed out that internality and externality represent two ends of a
continum,not an typology. Internals tend to attribute outcomes of events to their
own control. Externals attribute outcomes of events to external circumstances.For
example college students with a strong internal locus of control may believe that
their grades were achieved through their own abilities and efforts,whereas those
with a strong external locus of control may believe that their grades are the result
of good or bad luck ,or to a professor who designs bad tests or grades
capriciously;hence, they are less likely to expect to work hard for high grades.

MACHIAVELLIANISM : Machiavellianism is the term that some social and

personality psychologists use to describe a person's tendency to deceive and
manipulate others for personal gain . The concept is named after Renaissance
diplomat and writer Niccolo Machiavelli , who wrote II Principe(The
Prince).Christie and Geis (1970) deloped a test for measuring a person's level of
Machiavellianism.This eventually become the MACH-IV test a twenty – ststesment
personality survey that is now the standard self assessment tool of
Machiavellianism An individual high in Machiavellianism is pragmatic, maintains
emotional distance, and believes that ends can justify means.High Maccchs
manipulate more, win more, are persuaded less, and persuade others more. High
Machs make good employees in jobs that require bargaining skills or that offer
substantial rewards for winning.
 ASSIGNMENTS-MBA Sem-1
Subject code MB0022
(3 credits)
Set -2
Subject Name: Management Process and Organizational
Behavior

Q.1 “Halo effect and selective perception are the shortcuts in

judging others” Explain .

Ans: 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 work as a shortcut in judging other people by
allowing use to “speed-read” others, but, not without the risk of drawing an
inaccurate picture.

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 their entire evaluation to be tainted by how they judge the instructor on
that one 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 the perceiver is judging traits with which he or she has had
limited experience.

Q. 2 Explain “Emotional Intelligence”

Ans : The importance of both emotion and intelligence in making decisions and
achieving success in life was well -accepted in ancient India. Similar views on the
role of emotional intelligence as a learning process for achieving a balanced
personality in different stages of life on an intergenerational basis has been
depicted
in the Vedas.'Emotional intelligence is an aggregate of individuals' cognition of
own and others' emotions, feeling, interpretation and action as per environmental
demand to manipulate the consequence which is turn result in superior
performance and better human relationship' (Bhattacharya, 2003). Emotional
intelligence is a measure of the degree to which a person makes use of his/ her
reasoning in the process of emotional responses (both positive and negative) in a
given situation. So having high emotional intelligence doesn't mean that the
person never panics or loses his/ her temper. It does mean that he/ she bring own
feelings under control and channels them into productive behaviors. The ability to
bring out-of-control emotions back into line result in what earlier generations

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called emotional maturity. The most popular and accepted mixed model of
emotional intelligence is the one proposed by Goleman (1995). He viewed
emotional intelligence as a total of personal and social competences. Personal
competence determines how we manage ourselves, whereas social competence
determines how we handle our interpersonal relationships.

Q. 3 “A group formation passes through various stages”:

Explain the various stages of group formation.

Ans: A group may be defined as a collection of two or more people who work with
one another regularly to achieve common goals.In a group,members are mutually
dependent on one another to achieve common goals, and they interact with one
another regularly to pursue those goals. Effective groups help organizations
accomplish important tasks. In particular, they offer the potential for synergy- the
creation of a whole that is greater than the sum of its parts. When synergy occurs,
groups accomplish more than the total of their members' individual capabilities.

The Five-Stage Model

1. 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 the
similarity to their personal needs, goals and group goals, the acceptable
normative and behavioral standards expected for group membership and
recognition for doing the work as a group member.

Storming :

This is a turbulent phase where individuals try to basically form coalitions

and cliques to achieve a desired status within the group. Members also go
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 other's interpersonal
styles, and efforts are made to find ways to accomplish group goals while also
satisfying individual needs.

Norming :

From the norming stage of group development, the group really begins to come
together as a coordinated unit.At this point, close relationships develop and the
group shows cohesiveness . Group members will strive to maintain positive
balance at this stage.

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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
member's focus on getting to know and understand each other to performing. For
permanent work groups, performing is the last stage in their development.

Adjourning :

A well-integrated is able to disband, if required, when its work is accomplished,

though in itself it may be a painful process for group members, emotionally. The
adjourning stage of group development is especially important for the many
temporary groups that are rampant in today's workplaces. Members of these
groups must be able to convene quickly, do their jobs on a tight schedule, and
then adjourn-often to reconvene later, whenever required.
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 organizational context. For instance, a study of a cockpit crew in an
airliner found that, within ten minutes, three strangers assigned to fly together for
the first time had become a high performing group. The rigid organizational
context provides the rules, task definitions, information, and resources required
for the group to perform,effectively.

Q:4. “Power is the ability to make things happen in the way an

individual wants, either by self or by the subrodinates.The
essence of power is to control over the behavior of others”:
Explain what are the various bases of power?

Ans: Power is the ability to make things happen in the way an individual wants,
either by self or by the subordinates. Manager derive power from both
organizational and individual sources. These sources are called position power
and personal power, respectively.
In an organizational context leadership and power are realeted to each other.
Power is used by leaders as a means to attain group goals. In other words, power
is a means of facilitating their achievement of goals and objectives that they have
set for themselves in view of organizational requirements.
Power does not require goal compatibility, merely dependence whereas
leadership, requires some congruence between the goals of the leader and
followers.
Whereas leadership focuses on the down word influence on one's
followers,power does not minimize the importance of lateral and up ward
influence patterns.

Power can be categorized into two types: Formal and informal

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Formal power: It is based on the position of an individual in an organization.
Formal power is derived from either one's ability to coerce or reward others or is
derived from the formal authority vested in the individual due to his / her strategic
position in the organizational hierarchy. Formal power may be categorized in to
four types which are as follows:

Coercive Power: The coercive power base is being dependent on fear . It is on the
application, or the threat of application, of physical sanctions such as the
infliction of pain, the generation of frustration through restriction of movement, or
the controlling by force of basic physiological or safety needs.

Reward Power: The opposite of coercive power is reward power. Reward power is
the extent to which a manager can use extrinsic rewards to control oter people.

Legitimate Power: The third base of “position” power is legitimate power, or

formal authority. It stems from the extent to which a manager can use
subordinates’ internalize values or beliefs that be the “boss” has the “right of
command” to control their behavior.

Information Power: This type of power is derived from access to and control over
information. When people have needed information, other become dependent on
them.

Informal Or Personal Power: Personal power resides in the individual and is

independent of that individual’s position. Three bases of personal power are
expertise, rational persuasion and reference.

Expert power is the ability to control another person’s behavior by the virtue of
possessing knowledge, experience or judgment that the other person’s lacks, but
needs. A subordinate obeys a supervisor possessing expert power because the
boss ordinarily knows more about what is to be done or how it is to be done than
does subordinate. Expert power is relative, not absolute.

Relational persuasion is the ability to control another’s behavior, since, through

the individual’s efforts; the person accepts the desirability of an offered goal and
a viable way of achieving it. Rational persuasion involves both explaining the
desirability of expected outcomes and showing how specific actions will achieve
these outcomes.

Referent power is the ability to control another’s behavior because the person
wants to identify with the power source. In this case, a subordinate obeys the
boss because he or she wants to behave, perceive, or believe as the boss does.

Charismatic Power is an extension of referent power stemming from an

individual’s personality and interpersonal style. Others follow because they can
articulate visions, take personal risks, demonstrate follower sensitivity, etc.

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Q.5 Explain “Organizational Development” process.
Write short note on “Stress Management”.

Ans:
Process of Organizational Development: Atypical OD process can be divided into
the following phases:

Problem identification: The first step in OD process involves understanding and

identification of the existing and potential problems in the organization. The
awareness of the problem includes knowledge of the possible organizational
problems of growth, human satisfaction, the usage of human resource and
organizational effectiveness.

Data collection: Having understood the exact problem in this phase, the relevant
data is collected through personal interviews, observations and questionnaires.

Diagnosis: OD efforts begin with diagnosis of the current situation. Usually, it is

not limited to a single problem. Rather a number of the factors like attitudes,
assumptions, available resources and management practice are taken into
account in this phase. According to Rao and Hari Krisna (2002), four steps in
organizational diagnosis can be identified.

Structural analysis: Determines how the different parts of the organization are
functioning in terms of laid down goals.

Processes analysis: Process implies the manner in which events take place in a
sequence. It refers to the pattern of decision-making, communication, group
dynamics and conflict management patterns within organization to help in the
process of attainment of organization goals.

Function analysis: This includes strategic variables, performance variables,

result, achievements and final outcomes.

Domain analysis: Domain refers to the area of the organization for organizational
diagnosis.

Planning and implementation: After diagnosing the problem, the next phase of
OD, with the OD interventions, involves the planning and implementation part of
the change process.

Evaluation and feedback: Any OD activity is incomplete without proper feedback.

Feedback is a process of relaying evaluations to the client group by means of
specific report or interaction.

Stress Management: Stress has been defined as a physical, mental or emotional

response to events which cause mental or bodily tension. In the modern day life
stress is a part and parcel of our lives. At the same time, it should not exceed the
capacity of an individual to handle it. If it exceeds in proportion to a person’s
abilities to cope with it, it would cause mental and physical imbalance in the
person.
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While handling a stressful situation, the brain signals the release of stress
hormones. These chemical substances in turn trigger asset of responses that
provides the body with extra energy; blood sugar levels rise, the heartbeat speeds
up and blood pressures increases.

Leading Objectives: The learning objectives of this unit are as follows:

Type of stress
Managing stress
Crisis management

Type of stress: Stress may manifest itself either physically, emotionally and
mentally, as certain symptoms.

Physical:- this happens when the body as a whole suffers due to stressful
situation. There are many symptoms like, headaches, tension in the neck,
forehead, and shoulder muscles.

Emotional:- These response s are due to stress affecting the mind and include,
anxiety, anger, depression, irritability, frustration, over-reaction to everyday
problems, memory loss and lack of concentration for any task.

Psychological:- Long term stress can cause psychological problems in some

individuals. Symptoms may include social isolation, phobias, compulsive
behaviors, eating disorders and night terrors.

Moderate and manageable levels of stress for a reasonable period of time can be
handled by the body through mobilization of resources and is accompanied by
positive emotions, such as, enjoyment, satisfaction, excitement and so on. This
beneficial element in stress has been defined by Selye as Eustress (EU- meaning
– good). However, an overload of stress resulting from a situation of either over
arousal or under arousal for long periods of time causes the following: first an
unpleasant feeling, followed by physical damage, fatigue and in extreme cases,
even death of an individual. This has been termed by Selye as distress ( dys-
meaning – bad). While environmental factors are forces outside the organization,
which may act as potential sources of stress of due to uncertainties and treats
that they create a tense and volatile working environment which can cause stress
for organizational members because the inability of individuals to handle the
pressures arising out of these sources. Stress shows itself in three ways-
psychological and behavioral symptoms. As there is a positive side to stress and
provides, drive, excitement and motivation for individuals to push themselves to
achieve more in their lives in the fulfillment of their set goals, there is no
requirement to eliminate stress form one’s life. Managing stress should be to find
the optimal level of stress that can be handled effectively by an individual which
will motivate the person and not overwhelm and distress an individual. It is the
systematic attempt to avoid organizational crises or to manage those crises
events that do occur. A crisis is a major, unpredictable event that threatens to
harm an organization and its stakeholders.