Spring 2013

Master of business administration MBA SEM 1

MB0038 Management Process & Organization Behavior 4 credits

Book ID: B1621

Assignment (60 Marks)

Learning Centre (LC 00918)

SMU SIKKIM MANIPAL UNIVERSITY

Directorate of distance Education

QUESTION-1

Q Describe concept of Vision & Mission in an organisation. 1 (a) (b) (c) (d) Vision & Mission concept discussions requires understanding of organisation. Organisation is social system of people with different background of education, gendex, religion, region etc. Organisation is OPEN SYSTEM that is affected by environment external to is ie Govt. policy, technological development, literacy, etc. All the organizations have a good which are expressed through VISION & MISSION goals are achieved by creating product & Services. This is carried out by logically sequences actions, called organizational process shown below OVERVIEW OF ORGANIZATIONAL PROCESS S T R U C T U R E

VISION MISSIO N

STRATEGY CORPORAT E BUSINESS FUNCTION

T Y P E S

SYSTEM (Simple , Comple x, Open,

PROCE SS

JOB

Simple Hierarchy Flats Adhocrac y Matrix Team

PLANNIN G ORGANIZING FUNCTIONAL DEPTT HR MKTG FIN OPS MIS STAFFIN G DIRECTIN G LEADING CONTROL L - ING

T A S K S

Output s produc ts

Leading MOTIVATION COMMUNICATION

Question-1

(a)

In Understanding the organizations Vision & Mission are the corner stones. THEY AE THE LIGHT HOUSE helping in navigation.

VISION IS THE END STATE AND MISSION IS THE WAY OF DOING IT

(b)

WHILE DECIDING THE VISION OWNER HAS TO KEEP IN VIEW WHICH OF STAKEHOLDERS (that is customers, employees, society suppliers, Govt. etc.)

AS per COLLINS & PORRAS, vision statement has four parts. (a) Core Values (i) (ii) (iii) (b) These are not given up at any cost Normally 4 to 6 core values like integrity, honesty, transparency, quality They work as light house to navigate us is case of decision delimma.

Core purpose (i) (ii) It is purpose of organizational existence. Example:To render medical services To manufacture life saving medicines To manufacture office furniture (iii) core purpose gives achievement orientation to business hence it is focussed

(c)

Goal which gives power to organisations purpose (i) (ii) (iii) BEST office furniture, cheapest medical services to common people. Or WELL KNOWN FURNITURE MANUFACTURER IN INDIA BY 2025. Goal should be big & specific & attainable

(d)

VIVID DESCRIPTION (i) (ii) (iii) It is an inspiring element to all stake holders. It should be easily understandable by all type stake holders & all ages of persons. Example to become No.-1 in India.

VISION & MISSION can be Separate but popularity of COLLINGS & PORRAS Model both are rolled up to one and ANCHORED TO VALUES

QUESTION-2

Q2 (a) DEFINE PLANNING (i) Planning is decision making intellectual in nature and basic management function which selects-the purpose of business. It decides how-the resources should be mustered to achieve the purpose. It includes using the available resources keeping in view. (ii) (iii) Constraints Opportunities Threats

Planning is PERVASIVE that is it is required at every level of organisation Planning is about looking ahead. It answers Six basic Questions in regard to any activity. What needs to be accomplished and which are the alternative routes to it? When is the dead line of completion? Where will this be alone? Who will be responsible for it How will it get done that is breaking down in jobs & tasks. How much the time energy and resources are required to accomplish this goal.

Q2 (b) Explain the importance of planning (i) PLAN, the outcome/output of planning, is a blueprint for achievement of goal. Plan Specifies the necessary resource allocations, schedules (ie time table), tasks and other actions to achieve the goal/purpose that is desired future state that an organisation attempts to reach. Reasons for importance of planning are given below. (aa) (ab) (ac) (ad) (ae) (af) (ag) It helps in forecasting the future and makes the future visible to some extent. It bridges between where we are and where we want to go. It guides-the development of services/products. It plays a vital rede in helping to avoid mistakes or recognize hidden opportunities. It helps the management to clarify, focus and research the development of business/project. It provides a considered and logical frame work for development of business. It offers a benchmark that is fixed point criteria against which actual performance actual performance can be measured.

(ii)

Q3 (a) WHY leading is important? (i) (ii) (iii) As per Collins dictionary, lead means: to guide to conduct people, to persuade, to PLAY FIRST. Directing means to point out the way that is course of move movement. With Service Economy, direction giving underwent change. In services providing people have to take THEIR OWN INITIATIVE to do tasks by INNOVATION & CONTINUOUS IMPROVEMENT. Thus in service oriented industry leading is necessary, instead of directing LEADING IS ART WITH STRONG SCIENTFIC BASE, where is directing is science. Leading and directing are two sides of same coin. Importance of Leading is because of following benefits (aa) It INITIATES ACTION BY GIVING GOALS. IT HAS SELF PERPETUATING COMPONENT. THE LED PERSONS KNOWS WHERE TO GO & takes different routes to ensure that GOAL IS REACHED EFFICIENTLY (that is by doing the thing right and EFFECTIVELY (that is by doing RIGHT THINGS Leading SUSTAINS (that is keeps alive): Hence it ensures that the actions go on and the course correction are carried out automatically by followers, because they believe that goal is desirable and showed be followed.

(iv) (v)

(ab)

(ac) (ad)

Leading integrate efforts: because members know that one has to be dependent of others to reach goal. Leading means of motivation: motivation can be done by leaders, by providing incentive of compensation both monetary & non monetary. These incentive work as MORALE BOOSTERS & helps to bring out the best in followers and helps them in growth. Leading Provides STABILITY: (That is ability to resist change of any kind). Stability is important for long-term Survival in market. Stability can be provided by.. PERSUASIVE LEADERSHIP EFFECTIVE COMMUNICATION CLEAR PROGRAME GOALS EFFICENT/TIMELY MOTIVATION

(ae)

(af)

Leading DEALS SUCCESSFULLY THE CHANGES people automatically embrace changes, (that resistance to change becomes negligible) and adopt their journey TOWARDS GOALS. Examples:Calculations to computers Handloom to power loom Leading merges individual goals (that is if I earn more my children well go to good schools) and organizational goals more-mechanisation will lead to more profit/shearing profit

(ag)

Leading Utilizes Resources Efficiently (Efficiently means that we are doing the things right) (i) (ii) Managers by making use of skills, guidance & instructions, clarifies the role of subordinate Managers, by leading helps the utilize resources (Men, material, machine, money) properly that is LESS WASTAGE AVOID DUPLICATION OF EFFORT AVOID OVERLAPPING OF PERFORMANCE

Thus we sec that Leading is heart of management process and helps the subordinates to perform the best of their ability in HEALTHY ENVIRONMENT.

Q3 (b) What are the characteristics of Leading? Following Six characteristics of leading are discussed below: (i) Leading penetrates through/spreads to all level (ie pervasiveness). Every team leader from Floor level to Chief Executive Officer (CEO) has to motivate the member to fulfill targets, optimum (The best, the most favourable) resource utilization etc. Leading continues throughout the life of organization on daily basis specially when organization is undergoing the change Leaders has followers who are vibrant, complex behavior human beings. Hence LEADING IS AN ART BUT IS BASED ON SCIENTIFIC FOUNDATION. Followers should feel sense of achievement by completing CHALLENGING JOBS which are goal oriented. Leading creates Functions around which people find meaning. Thus people look forward to complete the tasks in an innovative ways and in leads to CREATIVE ACHIEVEMENT. Delegating:- (choosing the person to represent another) is natural follow of leading. A follower is delegated the Task by the leader & with the resources, knowhow and support of the leader, follower executes the tasks which leader and follower agree to achieve the organizational goals through individual goals.

(ii) (iii)

(iv) (v)

Thus Leading has delegating CHARACTERISTICS WHICH IS BASED ON MUTUAL TRUST. (vi) EXECUTIVE & FUNCTION - By delegating the powers to his follower, Leader distributes the tasks which he has received from his superior, to whom he is ACCOUNTABLE FOR COMPLETING THE TASK.

IT MAY BE NOTED THAT ACCOUNTABILITY CANNOT BE DELEGATE WHERE AS PART OF THE TASK IS DELEGATES BECAUSE IT IS NOT POSSIBLE FOR LEADER TO EXECUTE ALL FUNCTIONS SINGLE HANDEDLY.

Q4 (a) Define Organizational Behaviour (OB) (i) (ii) (iii) OB is the field of study that investigates the impact that individuals, groups and structure have on behavior within an organization. Applied knowledge of OB make the organizations work more effectively and efficiently. OB includes Absentee, Turnover (that is rate at which staff leave the organization and are replaced), organizational citizenship behavior (that is following Govt. laws, Social Laws etc). it is discretionary (that is freedom to act as one chooses) behavior that is not part of employees formal job requirements, but it promotes effective functioning of organization.

(iv) (v)

OB includes Job satisfaction that is general attitude towards ones Job. Above components of definition three frame work of OB ie individual level, group level and organization level as given in following diagrams.

Q4 (b) What are the limitation of OB? (i) People WHO LACK ETHICAL VALUES COULD USE PEOPLE in Unethical ways, that is techniques could be used to exploit the people by capitalizing on their weaknesses and existing general social environment. Too much of Freedom and Security could lead to less employee initiative and growth and complacency (Self Satisfied State) may set in. THUS LAW OF DIMINISHING RETURNS MAY OPERATE. PEOPLE WITH LACK OF SYSTEM UNDERSTANDING (ie they look only form behavioral angel) MAY OVERLOOK THE BROADER SYSTEM ASPECTS ORGANIZATION IN RELATION TO PUBLIC. It is not comprehensive it is only one of the many systems within large social system. IT CANNOT REMOVE CONFECTS AND FRUSTRATIONS, BUT ONLY CAN REDUCE THEM UP TO CERTAIN EXTENT.

(ii)

(iii)

(iv) (v)

Q5 (A) What is meant by emotional intelligence? 1 (a) (b) (c) (d) (e) Emotions are strong feelings about someone or something which affect owe behaviour toward co-workers or customers. In business/workplace we have to regulate emotions Emotions are normally associated with specific events or occurrences and are intense (very Strong) enough-le put the thought process in disorder At work place, workers are expected to display certain emotions as part of their job and to promote organizational goals. Emotional Regulation is the process by which individuals (i) (ii) (iii) (iv) Individual what emotions they have When they have emotions How they experience and express these emotions Individual influences the emotions.

Emotional Intelligence (EI) is the capacity for REORGANISING OUR OWN feeling and those of others. It is affected by four competencies (as per D goleman and H group) (a) (b) (c) (d) Self awareness Capacity for understanding ones emotions, ones strengths and ones weaknesses. Self Management Capacity for effectively managing one motives and regulating ones behaviour Social awareness Capacity to understanding others Relationship Management: Capacity for acting in such a way, that one is able to get desired results from others and Reach personal goals.

Q5 (A) What is the impacts of emotional intelligence on manager. 1 (a) (b) Emotional Intelligence (EI), (along with intelligence Quotient (IQ)), is now accepted as most important differentiator between successful and less successful managers. In order ot increase the level of employees performance, morale and enthusiasm, managers have to promote EI culture by analysis of two components of EI as shown below.

Emotional Intelligence (EI)

PERSONAL COMPETENCE SOCIAL COMPETENCE

EMPATY ie Ability to feel and show concern for others & treat people accordingly SOCIAL SKILLS Effectively manage social & work relationships with help of other components of EI

Self Regulation by Motivation by Self awareness by Trust worthiness Optimistic attitude Self confidence Integrity Commitment to organizational Self assessment & individual goals Tolerance amguity Openness to positive criticism Self control & moderating Attitude to accept change impulses as per situational requirement

Senior management should educative managers in following Instruments of assessing EI, which is emerging field. (a) MEIS (MULTIFACTOR EMOTIONAL INTELLGENCE SCALE) It is test of person to perceive, identify, understand and work with emotions (b) ECI (EMOTIONAL COMPETENCE INVENTORY) This helps in rate the individual by various stakeholders for 20 competancies suggested by Golemans research

Senior managers must promote following attributes for effective application EI. (a) (b) (c) (d) (e) ENCOURAGE DIVERSITY OF OPINIONS TOLERATE CONSTRUCTIVE DISAGREEMENT EXISTENCE OF RESPECTFUL ASSERTIVENESS PROMOTION OF CULTURE OF OPENNESS AN TRANSPARENCY ORGANIZATION VALUE FLEXIBILITY AND COMMUNICATION AMONG VARIOUS DEPARTMENTS

SENIOR MANAGERS SHOULD PROMOTE EI, BY FOLLOWINGS CHARISTICS (a) (b) (c) (d) (e) (f) To set goal which are clear and mutually agreed upon Promote, Praise as tool for inspiring employees. To rely on decentralization for achieving their goals To focus on employees & their feelings Managers should become Remodels for others To promote habit of admitting the mistakes

Q6

Suppose you are the team manager in multinational given the responsibility of 10 members. You are given the responsibility of ensuring that team gives excellent performance. What are the KEY ISSUES you have to handle in team building.

Ans.-6 1 INTRODUCTION (a) Globalization & rapid changes in external environments has completed us to find new ways to remain competitive. Hence organizational ions have continued to DECENTRIZE & RE-ENGINEER their business process and are increasing turningto group structure and subgroups of people with complementary skills and high degree of interdependence & accountability, such subgroups are called teams. Group is based on the concept of Synergy having following components at the same time (i) (ii) (iii) (iv) (v) (c) Two or more individuals Having Regular contact Feeling of camaraderie Work together have common on act of goals

(b)

Group process leads to excellent planning since views of several of interest takers (Stake-holders) are taken in to consideration and realize the underlying potential of human spirit which completes each group member to sink differences and give all their energy to attain the goal.

Team is a subgroup which has following characteristics. (a) (b) (c) (d) (e) (f) People operate with complementary skills. High degree of interdependence & accountancy Have common collective goal Have authority to execute plans/activities Have Rights to share rewards for performance Team can be long term or short term

Teams are generally small, often 5 to 10 members irrespective of the number of people in a team, I will insure that following functions are performed to become successful and per teams excellent performance. (a) (b) (c) (d) (e) (f) (g) (h) (i) Future Orientation Function. People of ideas in team who pursue their ideas relentlessly 7 create ideas (creator innovator function) Promoting the ideas by networking skills and harnessing the contacts and resources (explorer prompter function) Making the ideas work by converting ideas in to project (assessor developer function) To create the system for the project to work & to nurture this system (thruster organizer function) Taking the project to logical and (concluder producer function) Controlling & Regulating with facts & figures (controller, inspector function) Upholder maintainer function by following strong valves & morals. Reporter Advisor who detects conflict and proactively prevents them LINKER (a) external linker (b) internal linker (c) informal linker

KEY ISSUES IN TEAM BUILDING 4 To create a team with effective performance & Business resects following TEN key issues which are to be handled (a) CLEAR EXPECTATIONS (i) (ii) (iii) (b) The team should have sufficient resource people, time and money Clear performance targets & expectations from team Teams work should receive sufficient emphasis as priority in discussions. Because this makes the team feel important & propels them to work better

COMMITMENT (i) (ii) (iii) Ensure that all members believe in mission ie they should be committed. They should anticipate recognition for their contribution Member should feel excited & challenged by opportunity

(c)

COMPETENCE & DESIGN (i) (ii) (iii) Team should have people with requisite expertise in each step of process. Team should competencies have both technical coqetency and managerial/leadership

Team should have following in team design (a) (b) (c) (d) Idea explorers Organizers Controllers Advisors

(d)

Charter of Performance (i) (ii) (iii) (iv) Task of team should be task derived from top management This task/responsibility should be taken as mission Task responsibility should be divided goals which are measurable & time bound. Top leadership must SUPPORT the team, if has to succeed

(e)

Controls & co-ordination (i) (ii) (iii) (iv) Degree of freedom & chain of reporting should defined Limitation of money & time may be accepted in the pursuit of the solutions What are self imposed & externally imposed control acceptability by team members should be considered Interdepartmental conflicts should be addressed by top management through incentives and motivation

(f)

COLLABORATION (i) (ii) (iii) (v) Team goals should not be competitive Goals shuld be Collaborative Team should establish norms so that collaboration becomes easy. Reward should be fair and evitable, then only team tends to become collaborate more effectively

(g)

COMMUNICATION (i) (ii) (iii) Barriers to Communication should be breakdown Free following communication should be established Ability to detect conflict and resolve it in time is key issue

(h)

CONSEQUENCES (i) (ii) (iii) Team members should have the clear ideas of consequences if goals are not achieved They should feel responsible and accountable Rewards is one of the important factors to be considered

(i)

CREATIVE INNOVATION (i) (ii) Team should have freedom to innovate To achive result even by ideal team freedom for creativity is & essential

(j)

CULTURE CHANGE (i) (ii) Team need flat organizational structure System of Reward, recognition, training & development should be of high order

Thus we have seen key issues to handled in team building excellent performance..