Explain controlling and also discuss different types of control

ControIIing involves monitoring the employee's 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. t is a precise, explicit statement of expected results from a product, service,
machine, individual, or organizational unit. t 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. f 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.
%508 of ControI :
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).
F00/ forwar/ controI8 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.
Concurr0nt controI8 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.
F00/-ack controI8 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.

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.

allenge 1

To maintain motivation levels of sales associated who are doing good sales

allenge 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)

allenge 3
To deal with the people who keep taking leaves without prior information.
Suggest suitable methods to shape employee behavior.
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 organization?s workforce. t recognizes that
even in the age of high technology, people are the indispensable human resources whose
knowledge and performance advance the organization?s 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 ndividual level of analysis. This level of analysis at individual
level is more related to the study of aspects like learning, perception, creativity, motivation,
personality, turnover, task performance, cooperative behavior, deviant behavior, ethics, and
cognition.
Remuneration of personnel: this may be achieved by various methods but it should be fair,
encourage effort, and not lead to overpayment.
ndividuals will be motivated to exhibit the modeled behavior if positive incentives or
rewards are provided. Finally, in order for observational learning to be successful, you have
to be motivated to imitate the behavior that has been modeled. Reinforcement and
punishment play an important role in motivation. While experiencing these motivators can
be highly effective, so can observing other experience some type of reinforcement or
punishment? For example, if you see another student rewarded with extra credit for being to
class on time, you might start to show up a few minutes early each day.
Through ndividual level of analysis Mr. Prabhakar can shape employee behavior.

rite a detailed note on Myers-Briggs type indicator
The Myers Briggs Type ndicator (MBT) 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 sabel 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 their
MBT 'personal inventory' system is to "make the theory of psychological types described by
Carl G Jung understandable and useful in people's lives., and that, "..The essence of the
theory is that much seemingly random variation in the behavior is actually quite orderly and
consistent, being due to basic difference in the way individual prefer to use their perception
and judgment..
(This last sentence is interesting because it highlights Myers Briggs' emphasis on and
interpretation of their Judging-Perceiving dimension basically Jung's Rational/rrational
definitions as a means of clarifying function dominance within each whole MBT
personality type.)
The MBT model and test instrument was developed by Katharine Briggs and her daughter
sabel Briggs Myers in 1942 after their studies particularly of Carl Jung, whose basic
concepts relating to this aspect of personality and behavior are described above.
Myers Briggs' MBT concept is featured in Katharine Briggs and sabel Briggs Myers' key
book 'MBT Manual: A Guide to the Development and Use of the Myers-Briggs Type
ndicator' which was first published in 1962, some years after the tests had been in use.
sabel Briggs Myers later extended and built on these ideas in her 1980 book 'Gifts
Differing'.
The Myers Briggs Foundation explains also that ".The theory of psychological type was
introduced in the 1920s by Carl G. Jung. The MBT tool was developed in the 1940s by
sabel Briggs Myers and the original research was done in the 1940s and 50s. This
research is ongoing, providing users with updated and new information about psychological
type and its applications.
According to the Myers Briggs Foundation more than two million people are assessed using
the MBT personal inventory instrument around the world every year. t's a big business.
The MBT model (along with other personality theories and psychometrics models) is
particularly useful for:
understanding and developing yourself
understanding and developing others
understanding what motivates others
understanding others' strengths and weaknesses
working in teams by ensuring that all relevant necessary capabilities are represented in
the team
allocating and agreeing tasks and project responsibilities
agreeing roles and development with others and for oneself
Myers Briggs theory and the MBT model is a method for understanding personality and
preferred modes of behaving. t is not a measurement of intelligence or competence,
emotional state or mental stability, 'grown-upness' or maturity, and must be used with great
care in assessing aptitude for jobs or careers: people can do most jobs in a variety of ways,
and the MBT gives little or no indication of commitment, determination, passion,
experience, ambition etc., nor 'falsification of type', all of which can have a far greater
influence on personal success than a single personality test.













Explain te factors influencing perception

number of factors operate to shape and sometimes distort perception. These factors can
reside:

1) In the perceiver
2) In the object or target being perceived or
3) In the context of the situation in which the perception is made

1. Characteristics of the perceiver: Several characteristics of the perceiver can affect
perception. When an individual looks at a target and attempts to interpret what he or she
stands for, that interpretation is heavily influenced by personal characteristics of the
individual perceiver. The major characteristics of the perceiver influencing perception are:

a) ttitudes: The perceivers attitudes affect perception. This attitude will doubtless affect
his perceptions of the female candidates he interviews.

b) Moods: Moods can have a strong influence on the way we perceive someone. We think
differently when we are happy than we do when we are depressed.

c) Motives: Unsatisfied needs or motives stimulate individuals and may exert a strong
influence on their perceptions.

d) Self-Concept: nother factor that can affect social perception is the perceivers self-
concept. n individual with a positive self-concept tends to notice positive attributes in
another person.

e) Interest: The focus of our attention appears to be influenced by our interests. Because
our individual interest differs considerably, what one person notices in a situation can differ
from what others perceive.

f) Cognitive Structure: Cognitive Structure, an individuals pattern of thinking, also affects
perception. Some people have a tendency to perceive physical traits, such as height,
weight, and appearances more readily.

g) Expectations: Finally, expectations can distort your perceptions in that you will see what
you expect to see. The research findings of the study conducted by Sheldon S Zalkind and
Timothy W Costello on some specific characteristics of the perceiver reveal

Knowing oneself makes it easier to see others accurately.

Ones own characteristics affect the characteristics one is likely to see in others.

People who accept themselves are more likely to be able to see favourable aspects of other
people.

ccuracy in perceiving others is not a single skill.

These four characteristics greatly influence how a person perceives others in the
environmental situation.