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Summer 2011- May drive

Master of Business Administration-MBA Semester 1 MB0038 Management Process and Organization Behavior - 4 Credits (Book ID: B1127) Assignment Set- 1 (60 Marks)
Note: Each question carries 10 Marks. Answer all the questions. Q.1 Explain controlling and also discuss different types of control [10] Answer: controlling involves monitoring the employees behavior and organizational processes and take necessary actions to improve them, if needed. Control is the process through which standards for performance of people and processes are set, communicated, and applied. Effective control systems use mechanisms to monitor activities and take corrective action, if necessary. There are four steps in the control process. They are as follows: Step 1. Establish Performance Standards. Standards are created when objectives are set during the planning process. A standard is any guideline established as the basis for measurement. It is a precise, explicit statement of expected results from a product, service, machine, individual, or organizational unit. It is usually expressed numerically and is set for quality, quantity, and time. Tolerance is permissible deviation from the standard. Step 2. Measure Actual Performance. Supervisors collect data to measure actual performance to determine variation from standard. Written data might include time cards, production tallies, inspection reports, and sales tickets. Personal observation, statistical reports, oral reports and written reports can be used to measure performance. Management by walking around, or observation of employees working, provides unfiltered information, extensive coverage, and the ability to read between the lines. While providing insight, this method might be misinterpreted by employees as mistrust. Oral reports allow for fast and extensive feedback. Computers give supervisors direct access to real time, unaltered data, and information. On line systems enable supervisors to identify problems as they occur. Database programs allow supervisors to query, spend less time gathering facts, and be less dependent on other people. Step 3. Compare Measured Performance Against Established Standards. Comparing results with standards determines variation. Some variation can be expected in all

activities and the range of variation - the acceptable variance - has to be established. Management by exception lets operations continue as long as they fall within the prescribed control limits. Deviations or differences that exceed this range would alert the supervisor to a problem. Step 4. Take Corrective Action. The supervisor must find the cause of deviation from standard. Then, he or she takes action to remove or minimize the cause. If the source of variation in work performance is from a deficit in activity, then a supervisor can take immediate corrective action and get performance back on track. Types of Control : Controls are most effective when they are applied at key places. Supervisors can implement controls before the process begins (feed forward), during the process (concurrent), or after it ceases (feedback). Feed forward controls focus on operations before they begin. Their goal is to prevent anticipated problems. An example of feed forward control is scheduled maintenance on automobiles and machinery. Concurrent controls apply to processes as they are happening. Concurrent controls enacted while work is being performed include any type of steering or guiding mechanism such as direct supervision, automated systems (such as computers programmed to inform the user when they have issued the wrong command), and organizational quality programs. Feedback controls focus on the results of operations. They guide future planning, inputs, and process designs. Examples of feedback controls include timely (weekly, monthly, quarterly, annual) reports so that almost instantaneous adjustments can be made.

Q.2 Veer Prabhakar is the Vice President of web bazaar, online portal for shopping of various products. He has team of 100 people at different levels and departments. He is facing certain challenges. Challenge 1 To maintain motivation levels of sales associated who are doing good sales Challenge 2 How to deal with the supply chain associates who are not following up properly for order delivery. (Currently, they are getting Cell Phone allowance for consistence follow-up after office hours) Challenge 3 To deal with the people who keep taking leaves without prior information. Suggest suitable methods to shape employee behavior. [10] Answer: All the three challenge can be solved by analysis of individual level according to view of OB. Organizational Behavior emphasizes on intellectual capital as represented by the sum total of knowledge, expertise, and dedication of an organizations workforce. It recognizes that even in the age of high technology, people are the indispensable human resources whose knowledge and performance advance the organizations purpose, mission, and strategies. Only through human efforts can the great advantages be realized from other material resources of organizations, such as, technology, information, raw materials, and money. Mr Prabhakar needs to do Individual level of analysis. This level of analysis at

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Q.3 Write a detailed note on Myers-Briggs type indicator [10] Answer: The Myers Briggs Type Indicator (MBTI) is a widely used and highly regarded system for understanding and interpreting personality, and derives most of its underpinning theory from Carl Jung's Psychological Types ideas and to a lesser extent the Four Temperaments (or Four Humours). Myers Briggs (in fact Isabel Briggs Myers working with her mother Katharine Briggs) essentially developed Carl Jung's theories into a usable methodology and system for understanding and assessing personality (more easily and accessibly than by becoming an expert on Jung and his theories). The owners of the system, the Myers Briggs Foundation, explain that the purpose of

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Q.4 Explain the factors influencing perception [10] Answer: Factors Influencing Perception Perception is our sensory experience of the world around us and involves both the recognition of environmental stimuli and actions in response to these stimuli. Through the perceptual process, we gain information about properties and elements of the environment that are critical to our survival. Perception not only creates our experience of the world around us; it allows us to act within our environment. A number of factors operate to shape and sometimes distort perception. These factors can reside: i) In the perceiver. ii) In the object or target being perceived or iii) In the context of the situation in which the perception is made. 1. Characteristics of the Perceiver: Several characteristics of the perceiver can affect

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Q.5 Describe the leadership Grid with the help of the diagram [10] Answer: Leadership Grid an approach to understanding a leaders concern for results (production) and concern for people

1. The impoverished style (1, 1). The indifferent Leader (Evade & Elude) In this style, managers have low concern for both people and production. Managers use this style to avoid getting into trouble. The main concern for the manager is not to be held responsible for any mistakes, which results in less innovative decisions. A leader uses a "delegate and disappear" management style. Since they are not committed to either task accomplishment or maintenance; they essentially allow their team to do whatever it wishes and prefer to detach themselves from the team process by allowing

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Q.6 Given below are certain observations done by an OD consultant for an organization dealing with manufacturing of tyres. She makes the following observations about two key people in the organization. 1. Mr. Raovikram He is a very friendly person and encourages his team members by giving them recommendations and appreciation. This helps HR to decide about giving a bonus or promotion to employees. 2. Mr. Ranjan kumar- He is an aggressive person. He frequently loses his temper. Ritu observes that he frequently punishes the non-performers and also gives them warnings regarding suspension etc.Now explain what base of power Mr. Raovikram and Mr. Ranjan Kumar belong to. Explain the type of power they use often. [10] Answer: Mr. Raovikram shows power of Reward Power which is type of Formal Power , In this type of leadership focuses on use of extrinsic and intrinsic rewards to control . In this a

manager can use extrinsic and intrinsic rewards to control other people. Examples of such rewards include money, promotions, compliments, or enriched jobs. Although all managers have some access to rewards, success in accessing and utilizing rewards to achieve influence varies according to the skills of the manager. Mr. Ranjan kumar shows

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Master of Business Administration-MBA Semester 1 MB0038 Management Process and Organization Behavior - 4 Credits (Book ID: B1127) Assignment Set- 2 (60 Marks)
Note: Each question carries 10 Marks. Answer all the questions. Q.1 Write a detailed note on management theories developed during classical Era. [10] Answer: The Classical Era The classical era this 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 Taylors 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 favored 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 workers 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.

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Q.2 . Write a short note on: [10] (a) Contemporary work cohort (b) Alexithymia Answer: Contemporary Work Cohort Robbins (2003) has proposed Contemporary Work Cohort, in which the unique value of different cohorts is that the U.S. workforce has been segmented by the era they entered the workforce. Individuals values differ, but tend to reflect the societal values of the period in which they grew up.

The cohorts and the respective values have been listed below: 1. Veterans Workers who entered the workforce from the early 1940s through the early 1960s. They exhibited the following value orientations: They were influenced by the Great Depression and World War II Believed in hard work Tended to be loyal to their employer Terminal values: Comfortable life and family security 2. Boomers Employees who entered the workforce during the 1960s through the mid-

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Q.3 Mr. Khanna wants to improve his conflict management skills. He visits a consultant to help him. He gives the list of situations to the consultant. The situations are: 1. When quick, decisive action is vital (e.g., 4. When you perceive no 6. To gain commitment by emergencies). chance of satisfying your incorporating concerns 2. On important issues concerns. into a consensus. where unpopular actions 5. When issues are more 7. On issues vital to need implementing (e.g., important to others than to company welfare when cost cutting, enforcing you - to satisfy others and you know you are right. unpopular rules, maintain cooperation. discipline). 3. To merge insights from people with different perspectives. Suppose that you are the consultant, first suggest appropriate approach for each situation and then explain briefly the approaches. [10] Answer: Conflict-handling Style/approaches will be as follows: 1. Competing: When quick, decisive action is vital (e.g., emergencies) then a victory is achieved through force, superior skill, or domination by one party. This is a case of win lose situation and as a result, future conflicts over the same issues are likely to occur.

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Q.4 Explain General Adaptation syndrome (GAS) [10]

Answer: The General Adaptation Syndrome (GAS) Hans Selye, the world's foremost authority on stress was the first to describe systematically the changes through which the body passes to deal with a perceived threat. He described what he called the General Adaptation Syndrome (GAS), an adaptive response that occurs in three phases: A- an alarm reaction. B- the stage of resistance; and C- the stage of exhaustion. The figure below shows the course of the General Adaptation Syndrome.

The above diagram shows the course of the General Adaptation Syndrome (GAS) and describes the psychological and physical response to stress that is, the way a person tries to adapt to a stressor. The syndrome is called "general" because the stress response occurs in several areas of the body. GAS has 3 stages. 1. Alarm Stage: According to this model, the general adaptation syndrome begins

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Q.5 What is groupthink what are its symptoms and also suggest measures to prevent groupthink. [10] Answer: Groupthink According to Irving Janis(1972) , groupthink is "a deterioration of mental efficiency, reality testing, and moral judgment resulting from in-group pressures". Thus, the overemphasis on consensus and agreement leads members to be unwilling to evaluate group members' ideas critically. This hinders decision-making and becomes an obstacle to group productivity. Certain conditions favour the development of groupthink. i) The first condition is high cohesiveness. Cohesive groups tend to avoid conflicts and to demand conformity.

ii) The second is other antecedents including directive leadership, high stress, insulation of the group and lack of methodical procedures for developing and evaluating alternatives. A group suffering from groupthink displays recognizable symptoms. Symptoms of Groupthink and how to Prevent It

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Q.6 Unique fashions is a textile company. It is undergoing a process of change and expanding its business. The company is facing several obstacles. There are lots of problems related to different departments. It needs some Intervention that may help the company to diagnose its problems and developing the action plan for problem solving. The company also expects that the intervention should help in improving the relationships amongst group members of different departments. [10] Answer: I will suggest following specific steps which Unique fashions would to diagnosis and undergo in change process: Diagnosis: expanding its business is a kind of Organization Development (OD) efforts begin with diagnosis of the current situation. Usually, it is not limited to a single problem. Rather a number of factors like attitudes, assumptions, available resources and management practice are taken into account in this phase. Diagnosis is the process of assessing the functioning of the organization or departments to discover sources of problems and areas of improvement. In OD, organizational diagnosis is a collaborative process between organizational members and OD consultant leading to collection of relevant information, analysis and drawing inferences for planning actions and interventions Gather Data and Make a Diagnosis: Information is colleted from various sources

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