Sikkim manipal university Master of Business Administration-MBA SEMESTER 1 Assignment Set- 1&2

MB0038 Management Process and Organization Behavior

LEARNING CENTER: Source One Educational Society LEARNING CENTER CODE: 2739

Submitted by Mohammad Irfan ROLL NO: 511227843 DATE: 24-06-2012

Master of Business Administration-MBA Semester 1

MB0038 Management Process and Organization Behavior - 4 Credits (Book ID: B1127) Assignment Set- 1 (60 Marks) Q.1 State the characteristics of management.

Ans: Important Characteristics of Management: 1. Management as a continuous process: Management can be considered as a process because it consists of planning, organizing, activating and controlling the resources (personnel and capital) of an organization. So they are used to the best advantage in achieving the objectives of the organization. None of the managerial functions would produce the ultimate results in the absence of all other basic functions. Hence we can say that management is a continuous process. 2. Management as a discipline: Since the boundaries of management are not exact as that of any other physical sciences, it may not fit in very well for being addressed as discipline. However its status as a discipline increases because it continuously discovers many aspects of business enterprises and also passes on the verified knowledge to the practitioners of the managerial process. 3. Management as a career: As a career or occupation, management is a broad concept- Management itself can be regarded as a career, but it also presents a variety of interesting and challenging careers focused on specialized occupations in the fields such as marketing, finance and personnel. 4. Management as an Applied Science: Even though management is a science so far as it possesses a systematized body of knowledge and uses scientific methods of research, it is not an exact science, like natural sciences which deal with living phenomena such as botany and medicine. Hence, management is definitely a social science like economics or psychology and has the same institutions .

5. Universal Application: Management is a universal activity, applied to any form of activity, economic or otherwise. 6. Goal Oriented: Management has the task of attaining certain objectives. The success or failure of the management depends on how far it is able to attain the desired goals. It is judged by the extent to which it achieves its targets. 7. Guidance: The main task of the management is guidance in the utilization of material and human resources in the best possible way. Through optimum utilization of resources it has to ensure that the objectives are attained. The essential element of management is that it gets the work done by coordinating the performance of those who actually perform diverse and specific jobs. 8. Divorced from proprietorship: Management does not signify proprietorship. In earlier days, management and enterprise were lumped into the same factor. It now refers to a specialized group of people who have acquired the ability to carry out a project. 9. An activating factor: Management is the factor which activates other factors of production. A manager's skill lies in motivating his workers through guidance, training, incentives, rewards, status, security, control, etc. So a mangers' ability lies in the fact that he is able to motivate others to apply their skill to the best advantage of the enterprise in the accomplishment of its objectives. 10. Management is a human activity: Management functions are discharged only by individuals. No corporate body or an artificial being can perform the work of a management. Although it is an activity which may be performed by an individual it cannot be seen. It can only be felt.

11. Management signifies authority: Since the essence of management is to direct, guide and control, it has to have authority. Authority is the power to compel others to work and behave in a particular manner. Management cannot discharge its function without authority. It is the foundation of management. Since management has authority it stands at a higher pedestal. 12. Leadership: The management has to lead a team of workers. It must be capable of inspiring, motivating and winning their confidence. Q2. What are the 14 principles of management of Henri Fayol?

Ans: Management Principles developed by Henri Fayol: 1. Division of work: Work should be divided among individuals and groups to ensure that effort and attention are focused on special portions of the task. Fayol presented work specialization as the best way to use the human resources of the organization. 2. Authority: The concepts of Authority and responsibility are closely related. Authority was defined by Fayol as the right to give orders and the power to exact obedience. Responsibility involves being accountable, and is therefore naturally associated with authority. Whoever assumes authority also assumes responsibility. 3. Discipline: A successful organization requires the common effort of workers. Penalties should be applied judiciously to encourage this common effort. 4. Unity Of Command: Workers should receive orders from only one manager. 5. Unity Of Direction: The entire organization should be moving towards a common objective in a common direction.

6. Subordination Of Individual Interests To The General Interests : The interests of one person should not take priority over the interests of the organization as a whole. 7. Remuneration: Many variables, such as cost of living, supply of qualified personnel, general business conditions, and success of the business, should be considered in determining a workers rate of pay. 8. Centralization: Fayol defined centralization as lowering the importance of the subordinate role. Decentralization is increasing the importance. The degree to which centralization or decentralization should be adopted depends on the specific organization in which the manager is working. 9. Scalar Chain: Managers in hierarchies are part of a chain like authority scale. Each manager, from the first line supervisor to the president, possess certain amounts of authority. The President possesses the most authority; the first line supervisor the least. Lower level managers should always keep upper level managers informed of their work activities. The existence of a scalar chain and adherence to it are necessary if the organization is to be successful. 10. Order: For the sake of efficiency and coordination, all materials and people related to a specific kind of work should be treated as equally as possible. 11. Equity: All employees should be treated as equally as possible. 12. Stability Of Tenure Of Personnel: Retaining productive employees should always be a high priority of management. Recruitment and Selection Costs, as well as increased product-reject rates are usually associated with hiring new workers. 13. Initiative: Management should take steps to encourage worker initiative, which is defined as new or additional work activity undertaken through self direction.

14. Espirit De Corps: Management should encourage harmony and general good feelings among employees Q3. Ans: Distinguish between internal and external forces of change. Internal forces and External forces of change:

1) Internal forces Any change in organizations internal factors may also necessitate change. Such a change is required because of two reasons: change in managerial personnel and deficiency in existing organizational practices. Change in the top management: Change in the top management and consequent change in the ideas to run the organization also leads to change in the system, structure and processes. Old managers are replaced by new managers which are necessitated because of retirement, promotion, transfer or dismissal. Each new manager brings his own ideas and way of working into the organization. The formal or informal relationships may change because of changes in top management. Moreover, attitudes, ideology, leadership style of the person may be different from the earlier one, this will reflect in their actions and decisions. The result is that an organization has to change accordingly. Change in size of the organization: Change in the organizations size leads to change in the internal structure and complexity of the operations in the organization. Performance gaps: When a gap between set target and actual results (in terms of market share, employee productivity and profit) is identified, organizations face the forces to change and reduce the gap. Employee needs and values: With changing needs and values of the employees, organizations change their policies. For example, attractive financial incentives, challenging assignments, vertical growth opportunities and autonomy at work may be provided in an organization to attract and retain its effective employees.

Deficiency in existing organization: Sometimes, changes are necessary because of deficiency in the present organizational arrangement and process. These deficiencies may be in the form of unmanageable span of management, large number of managerial levels, lack of coordination between various departments, obstacles in communication, multiplicity of committees, lack of uniformity in policy decisions, lack of co-operation between line and staff and so on. 2) External forces Each organization has goals and responsibility related to others in its environment. Thus, an organization must not only deal with its environment in conducting its affairs, but also give consideration to the goals of others, as it establishes its goals and conducts its operations. The present-day environment is dynamic and will continue to be dynamic. Changes in social, political, economic, technological, and legal environment force organizations to change themselves. Such changes may result in organizational changes like major functions, production process, labour-management relations, nature of competition, economic constraints, organization methods, etc. In order to survive in the changing environment, organization must change. Technology: Technological changes are responsible for changing the nature of the job performed at all levels in an organization. When there is a change in technology in the organizations environment and other organizations adopt the new technology, the organization under focus becomes less cost-effective and its competitive position weakens. Therefore, it has to adopt new technology. When the organizations adopt a new technology, its work structures are affected and a new equilibrium has to be established. We have seen that technology has impact on organization structure, organizational processes, and behavior of people. For example, computers and automation have made significant impact on organizational functioning. Business scenario: Due to rapid changes in the business scenario with increasing competition and global economy, the needs and demands are also changing among the customers, suppliers and other stakeholders. Organizations are, therefore, forced to change their operational methods to meet the demands of the stakeholders. Since every organization exports its outputs to the environment, an organization has to face competition in the market. There may be two types of forces which may affect the competitive position of an organization, other organizations supplying the same products and, buyers who are buying the product. Any change in these forces may require suitable changes in the organization. For example, when Indian economy was liberalized (the process still

continues), there were many foreign organizations which entered the Indian market. This forced many Indian organizations to re-align themselves with the new situation. The result is that there have been many cases of divesting the business and concentrating on the core business, acquiring core business, and developing competitive competence to face competitive threats. Similarly, there may be changes in buyers in terms of their needs, liking-disliking, and income disposal for a product. These changes force the organizations to bring those products which meet buyers requirements. Environmental and National factors: Environmental factors such as economic, political and demographic and legal factors play a vital role in devising organizational policies and strategy. Any change in these political and legal factors may affect the organizational operation. For example, organizations may have to change their employment policies in accordance with the government policy, demand of the non-government organizations and changing economic conditions of a country. Social changes: Social changes reflect in terms of peoples aspirations, their needs, and their way of working. Social changes have taken place because of the several forces like level of education, urbanization, feeling of autonomy, and international impact due to new information sources. These social changes affect the behavior of people in the organization. Therefore it is required to make adjustment in its working so that it matches with people. Q4. Define emotional intelligence. Explain Golemans model of emotional intelligence.

Ans: Emotional intelligence In society, one's intelligence quotient (IQ) is measured by academic knowledge, above-average grades, and IQ tests. Emotional intelligence known as EQ however, is an ability that is learned in infancy through positive caregivers, but isnt recognized until grade school. In grade school, children use EQ while interacting and communicating with others. Understanding Emotional Intelligence Emotional intelligence was introduced in the 1990s by two psychologists, John Mayer and Peter Salovey. They define emotional intelligence as the mental ability to

reason with emotions to enhance thought while promoting emotional and intellectual growth. Mayer and Salovey developed a model to explain the capacity of emotions, the ability to reason with them, understanding the emotions messages, and the meanings that they project. The model was later expanded upon by Daniel Goleman, a science journalist and psychologist. Goleman believed that EQ was the difference between mastery versus competence. Ability means competence. The potential to learn it is seen in the work or training to determine its mastery. Due to this thought, Goleman developed five concepts that each person attains, listed in his 1995 bestseller, Emotional Intelligence: Why It Can Matter More Than IQ. Emotional Intelligence (EI) describes the ability, capacity, skill or, in thecase of the trait EI model, a self-perceived ability, to identify, assess, and manage the emotions of one's self, of others, and of groups. Different models have been proposed for the definition of EI and disagreement exists as to how the term should be used. Despite these disagreements, which are often highly technical, the ability EI and trait EI models (but not the mixed models) enjoy support in the literature and have successful applications in different domains. Goleman's framework of emotional intelligence Goleman developed a framework to explain emotional intelligence in terms of five elements, he described as self-awareness, self-regulation, motivation, empathy and social skills. Each of these elements has distinctive characteristics, as outlined below: 1) Self-awareness: Examining how your emotions affect your performance; using your values to guide decision-making; self-assessment - looking at your strengths and weaknesses and learning from your experiences; and being self-confident and certain about your capabilities, values and goals. 2) Self-regulation: controlling your temper; controlling your stress by being more positive and action-centred; retaining composure and the ability to think clearly under pressure; handling impulses well; and nurturing trustworthiness and self-restraint. 3) Motivation: Enjoying challenge and stimulation; seeking out achievement; commitment; ability to take the initiative; optimism; and being guided by personal preferences in

choosing goals. 4) Empathy: The ability to see other people's points of view; behaving openly and honestly; avoiding the tendency to stereotype others; and being culturally aware. 5) Social skills: The use of influencing skills such as persuasion; good communication with others, including employees; listening skills; negotiation; co-operation; dispute resolution; ability to inspire and lead others; capacity to initiate and manage change; and ability to deal with others' emotions - particularly group emotions. Q5. Explain the different leadership styles as per Managerial Leadership Grid Theory. Ans: The Managerial Grid was the original name which was the modifications were made by Robert R Blake and Anne Adams McCanse. After the modifications it was named as Leadership Grid. Figure: Leadership Grid

Leadership Grid an approach to understanding a leaders concern for results (production) and concern for people

The five major leadership styles specified as per Managerial Leadership Grid Theory: 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 the team to suffer from a series of power struggles. 2. The country club style (1,9). The accommodating Leader (Yield & Comply) This style has a high concern for people and a low concern for production. Managers using this style pay much attention to the security and comfort of the employees, in hopes that this would increase performance. The resulting atmosphere is usually friendly, but not necessarily that productive. This person uses predominantly reward power to maintain discipline and to encourage the team to accomplish its goals. Conversely, they are almost incapable of employing the more punitive coercive and legitimate powers. This inability results from fear that using such powers could jeopardize relationships with the other team members. 3. The produce or perish style (9,1). The Controlling Leader (Direct & Dominate) This believes in the authority-obedience. With a high concern for production, and a low concern for people, managers using this style find employee needs unimportant; they provide their employees with money and expect performance back. Managers using this style also pressure their employees through rules and punishments to achieve the company goals. This dictatorial style is based on Theory X of Douglas McGregor, and is commonly applied by companies on the edge of real or perceived failure. This is used in case of crisis management. People who get this rating are very much task-oriented and are hard on their workers (autocratic). There is little or no allowance for co-operation or collaboration. Heavily task-oriented people display these characteristics: they are very strong on schedules; they expect people to do what they are told without question or debate; when something goes wrong they tend to focus on who is to blame rather than concentrate on exactly what is wrong and how to prevent it; they are intolerant of what they see as dissent (it may just be someones creativity), so it is difficult for their subordinates to contribute or develop.

4. The middle-of-the-road style (5, 5). The Status Quo Leader. (Balance & Compromise) It is Organization man management approach, which believes that the adequate organization performance is possible through balancing the necessity to get out wprk with maintaining morale of people at satisfactory level. Managers using this style try to balance between company goals and workers needs. By giving some concern to both people and production, managers who use this style hope to achieve acceptable performance. 5. The team style (9, 9). The Sound / Team Leader (Contribute & Commit) This is based on the aspect that work accomplishment is from committed people; interdependence through a common stake in the organization purpose leads to relationships of trust and respect. In this style, high concern is paid both to people and production. As suggested by the propositions of Theory Y, managers choosing to use this style encourage teamwork and commitment among employees. This method relies heavily on making employees feel as a constructive part of the company. This type of person leads by positive example and endeavors to foster a team environment in which all team members can reach their highest potential, both as team members and as people. They encourage the team to reach team goals as effectively as possible, while also working tirelessly to strengthen the bonds among the various members. They normally form and lead some of the most productive teams. Q6. Mr. Suresh Kumar is the VP- HR of a leading Financial services company. He is having a meeting with Ms. Rejani Chandran leading HR consultant. Mr. Suresh is concerned about creating an environment that helps in increasing the job satisfaction amongst employees. Assume that you are Ms. Rejani, the HR consultant. What suggestions you will give to Mr. Suresh, for creating an environment that increases job satisfaction? Job satisfaction is the sense of fulfillment and pride felt by people who enjoy their work and do it well. For an organization, satisfied work force ensures commitment to high quality performance and increased productivity. Job satisfaction helps organizations to reduce complaints and grievances, absenteeism, turnover, and termination. Job satisfaction is also linked to a healthier work force and has been found to be a good indicator of longevity. And although only little correlation has been found between job satisfaction and productivity, it has also been found that satisfying or delighting employees is a prerequisite to satisfying or delighting customers, thus protecting the bottom line.

Below are the suggestions that as a leading HR consultant I will give to Mr. Suresh, for creating an environment that increases job satisfaction: Mentally Challenging Work: Employees tend to prefer jobs that give them opportunities to use their skills and abilities and offer a variety of tasks, freedom and feedback on how well they are doing. Under conditions of moderate challenge, most employees will experience pleasure and satisfaction. Personality-Job Fit: People with personality types congruent with their chosen vocations should find they have the right talents and abilities to meet the demands of their jobs; and because of this success, they have a greater probability of achieving high satisfaction from their work. It is important, therefore to fit personality factors with job profiles. Equitable Rewards: Employees want pay systems and promotion policies that they perceive as being just, unambiguous, and in line with their expectations. When pay is seen as fair based on job demands, individual skill level, and industry pay standards, satisfaction is likely to result. Similarly, employees seek fair promotion policies and practices. Promotions provide opportunities for personal growth, more responsibilities and increased social status. Individuals who perceive that promotion decisions are made in a fair and just manner are likely to experience job satisfaction. Supportive working conditions: Employees prefer physical conditions that are comfortable and facilitate doing a good job. Temperature, light, noise and other environmental factors should not be extreme and provide personal comfort. Further, employees prefer working relatively close to home, in clean and relatively modern facilities and with adequate tools and equipment. Supportive Colleagues: Employees have need for social interaction. Therefore, having friendly and supportive co-workers and understanding supervisors leads to increased job satisfaction. Most employees want their immediate supervisor to be understanding and friendly, those who offer praise for good performance, listen to employees opinions and show a personal interest in them. Whistle blowing: Whistle-blowers are employees who inform authorities of wrongdoings of their companies or co-workers. Whistle blowing is important because committed organizational members sometimes engage in unethical behaviour in an intense desire to succeed. Organizations can manage whistle blowing by communicating the conditions that are appropriate for the disclosure of wrongdoing. Clearly delineating wrongful behaviour and the appropriate ways to respond are important organizational actions.

Social Responsibility: Corporate social responsibility is the obligation of an organization to behave in ethical ways in the social environment in which it operates. Socially responsible actions are expected of organizations. Current concerns include protecting the environment, promoting worker safety, supporting social issues, investing in the community, etc. Managers must encourage both individual ethical behaviour and organizational social responsibility.

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. Q1. Explain Senstive Training

Master of Business Administration-MBA Semester 1

Sensitivty training is a psychological technique in which intensive group discussion and interaction are used to increase individual awareness of self and others ; it is participated in a variety of forms under such names as T group, encounter group, human relations, and group dynamics training. The group is usually small and unstructured and chooses its own goals. A trained ledader is generally present to help maintain a psychologically safe atmosphere in which participants feel free to express themselves and experiment with new ways of dealing with others. The leader remains as much as possible outside the discussion. Issues are raised by the group members, and their interactions evokea wide variety of feelings. The leader encourages participants to examine verbally their own and others reactions. It is believed that as mutual trust is developed. interpersonal communication increases, and eventually attitudes will change and be carried over into relations outside the group. Often, however, these changes do not endure. Sensitivity training seems to be most effective if sessions are concentrated and uninterrupted, as in several days of continuous meetings. Sensitivity-training methods derived in large part from those of group psychotherapy . They have been applied to a wide range of social problems (as in business and industry) in an effort to enhance trust and communication among individuals and groups throughout an organization. The objectives of sensitivity training are as follows: 1. To make participants increasingly aware of, and sensitive to, the emotional reactions and expressions in themselves and others. 2. To increase the ability of participants to perceive, and to learn from, the consequences of their actions through attention to their own and others feelings. 3. To stimulate the clarification and development of personal values and goals consonant with a democratic and scientific approach to problems of personal and social decisions and actions. 4. To develop achievement of behavioral effectivenss in participants. 5. To develop concepts and theoretical framework for linking personal values and goals to actions consistent with these inner factors and situational requirements.

Process of Sensitivity Training: Sensitivity training focuses on small group (T-group) with number of members ranging from ten to twelve. T-groups designed to provide members with experiential learning about group dynamics, leadership and interpersonal relationships. The basic T-group training or sensitivity training is to change the standards, attitudes and behavior of individuals by using psychological techniques and programs. Based on the sources from these members are drawn,there may be three typesof Tgroup: stranger-lab, cousin-lab, and family-lab. In the stranger-lab, all participants are from different organizations and they are strangers to each other. In cousin-lab, all participants are from the same organization but from different units. Q2. Describe the bases of power.

Power is the ability to make things happen in the way an individual by self or by the subordinates. There two kinds of power Formal and informal Formal power consists of the following bases Reward, Coercive, Legitimate, Informational Informal power consists of the following bases Expert, Rational Persuasion, Referent Power, Charmistic Power, Positional Power Also called "legitimate power", it is the power of an individual because of the relative position and duties of the holder of the position within an organization. Legitimate power is formal authority delegated to the holder of the position. It is usually accompanied by various attributes of power such as uniforms , offices etc. This is the most obvious and also the most important kind of power. Referent power - Referent power is the power or ability of individuals to attract others and build loyalty. It's based on the charisma and interpersonal skills of the power holder. A person may be admired because of specific personal trait, and this admiration creates the opportunity for interpersonal influence. Here the person under power desires to identify with these personal qualities, and gains satisfaction from being an accepted follower. Nationalism and patriotism count towards an intangible sort of referent power. For example, soldiers fight in wars to defend the honor of the country.

This is the second least obvious power, butte most effective. Advertisers have long used the referent power of sports figures for products endorsements, for example. The charismatic appeal of the sports star supposedly leads to an acceptance of the endorsement, although the individual may have little real credibility outside the sports arena. Expert power Expert power is an individual's power deriving from the skills or expertise of the person and the organization's needs for those skills and expertise. Unlike the others, this type of power is usually highly specific and limited to the particular area in which the expert is trained and qualified. Reward power - Reward power depends on the ability of the power wielder to confer valued material rewards, it refers to the degree to which the individual can give others a reward of some kind such as benefits, time off, desired gifts, promotions or increases in pay or responsibility. This power is obvious but also ineffective if abused. People who abuse reward power can become pushy or became reprimanded for being too forthcoming or 'moving things too quickly. Coercive power - Coercive power is the application of negative influences. It includes the ability to demote or to withhold other rewards. The desire for valued rewards or the fear of having them withheld that ensures the obedience of those under power. Coercive power tends to be the most obvious but least effective form of power as it builds resentment and resistance from the people who experience it. Informational power - Informational power is based on the potential use of informational resources. This influence can occur through such means as rational argument, persuasion, or factual data. Members of a group can make information into power by giving it to others who need it, by keeping it to themselves, by organizing it in some way, by increasing it, or even by falsifying it. Q3. What are the hindrances that we face in perception?

Following are the barriers to perception: a) Selective perception: People selectively interpret what they see on the basis of their interests, background, experience, knowledge, exposure, and attitudes. The tendency to see what we want to see using short cuts can make us draw unwarranted conclusions from an ambiguous situation. b) Halo Effect: This effect occurs when we draw a general impression on the basis of a single characteristic. But But what this experiment demonstrates is that although we can understand the halo effect intellectually, we often have no idea when it is actually happening. This is what makes it such useful for marketers and politicians. We quite naturally make the kinds of

adjustments demonstrated in this experiment without even realizing it. And then, even when its pointed out to us, we may well still deny it. c) Contrast Effect: Individuals do not evaluate a person in isolation. Their reaction to one person is influenced by other people they have encountered recently. d) Projection: This tendency to attribute ones own characteristics to other is called projection. This too can distort perceptions made about others. When managers engage in projection, they compromise their ability to respond to individual differences. They tend to see people a shore homogeneous than they really are. e) Stereotyping: Judging someone on the basis of our perception of the group to which he or she belongs. Stereotypes are generalizations about group of people whereby we attribute a defined set of characteristics to this group. These classifications can be positive or negative, such as when various nationalities are stereotyped as friendly or unfriendly. This is why people of color, police and women are so easily stereotyped. People from stereotyped groups can find this very disturbing as they experience an apprehension (stereotype threat) of being treated unfairly. f) First-Impression Error : Is the tendency to form lasting opinions about an individual based on initial perceptions. We tend to remember what we perceive first about a person and sometimes we are quite reluctant to change our initial impressions

Q4.

What are the consequences of conflict in organizations?

Negative consequences: Increased costs (time, money) devoted to dealing with the conflict, wasted resources and energy spent dealing with the conflict. Decreased productivity, Lowered motivation, Decreased morale, Poor decision-making, Withdrawal and miscommunication or noncommunication, Complaints and blaming, Backstabbing and gossip, Attitudes of distrust and hostility (that may influence all future interactions, (Permanent) erosion to personal, work, and community relationships, harm to others not directly involved in the conflict, damaged emotional and psychological well being of those involved in the conflicts, Dissatisfaction and stress.

Positive Consequences: Leads to new ideas, stimulates creativity, Motivates change, promotes organizational vitality, Helps individuals and groups to establish identities, serves as a safety valve to indicate problems, Builds Cooperation, Helps individuals to develop skills on how to manage conflicts, Improving quality decisions. Q5. Explain the four processes of Social Learning Theory?

The social learning theory was proposed by Albert Bandera. It recognizes the importance of observing and modeling the behaviours, attitudes and emotional reactions of others. The four processes of Social Learning Theory are a) Attention processes, b) Retention processes, c) Motor reproduction processes) Reinforcement processes a) Attention processes: Social cognitive theory implies that you must pay attention for you to learn. If you want to learn from the behavior of the model (the person that demonstrates the behavior), then you should eliminate anything that catches your attention other than him. Also, the more interesting models is, the more likely you are to pay full attention to him and learn. b) Retention processes: The ability to store information is also an important part of the learning process. Retention can be affected by a number of factors, but the ability to pull up information later and act on it is vital to observational learning. c) Reproduction processes: Once you have paid attention to the model and retained the information, it is time to actually perform the behavior you observed. Further practice of the learned behavior leads to improvement and skill advancement. d) Reinforcement processes: 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.

Q6. Ms. Chanchal Das Gupta is a recruitment specialist. For the post of QC Manager, she interviews three candidates. Given below are the physical characteristics of the candidates. Candidate Mr. Ravi Mr.Gineesh Physical Characteristics Muscular, thick skin, rectangular shaped. Thin, delicate build, large brain, tall. Soft, round shaped, underdeveloped muscles.

Mr.Ramgopal

From the above descriptions, what personality traits can Ms. Chanchal derive out of the candidates as per Sheldons theory of personality? Per Sheldon`s theory of personality, below are the traits that Ms. Chanchalcan derive: Mr. Ravi represents Mesomorph body type. He is well-proportioned.Psychologically he is Adventurous, Courageous, Indifferent to what othersthink or want, Assertive/bold, Zest for physical activity, Competitive, Witha desire for power/dominance, And a love of risk/chance Mr. Gineesh represents Ectomorph body type. Psychologically he is Self-conscious, Private, Introverted, Inhibited, Socially anxious, Artistic,Intense, Emotionally restrained, Thoughtful Mr. Ramgopal represents Endomorph body type. Psychologically he isSociable, Funloving, Love of food, Tolerant, Even-tempered, Goodhumoured, Relaxed, With a love of comfort, And has a need for affection.