Master of Business Administration- MBA Semester 1 MB0038 Management Process and Organizational Behaviour - 4 Credits (Book ID: B1621)

Q1.Describe the concept of vision and mission in an organisation. Ans- Organization mission statements have been around almost as long as organizations. However, the concept of a vision for an organization is relatively new. A vision is often confused with mission, goals, statement of purpose, and many other terms used by organizations. When used in the context used by agencies that really understand vision, it is not the same as the other terms. A vision is the preferred future, a desirable state, and ideal state. It is an expression of optimism. A vision is a general statement encompassing the direction an agency wants to take and the desired end result once it gets there. It is the vision of what those involved what their organization to become. A mission is more focused on the specifics of what an organization is to accomplish. It differs from a vision in that it focuses on function, is accomplishable and measurable, and is often statutorily or bureaucratically established. The mission statement is a statement of an organization's basic purposes, often in terms of broad outcomes that it is committed to achieving or the major function it carries out. A mission can also be the reason an agency exists. When staffs meet to write a mission statement, they may ask "Why are we here? What do we want to do?" When a legislature creates an agency, it almost always states its purpose, function, or mission. Steps to promoting the vision of an organization: Educate staff about what a vision is and why it is important. Develop a process to involve all staff in creating the vision. Ask for specific input from the various groups within the organization. Hold a planning session or retreat to gather input and shape the vision statement. The leader should share information, lead the process, and shape the vision statement. Draft the vision statement. Communicate and reinforce the vision to staff.

When creating a vision it is important to consider simplicity. Although a vision should clearly present certain key values in describing and defining the organization, it should not be so complex that it is difficult to communicate. One of the problems often associated with vision statements is that they are extensive, hoping to cover all aspects of the company's or agency's values and principles. These visions end up being difficult to communicate to employees, clients and customers. Vision statements should be brief and clear.

Q2. (a) Define planning. A basic management function involving formulation of one or more detailed plans to achieve optimum balance of needs or demands with the available resources. The planning process (1) identifies the goals or objectives to be achieved, (2) formulates strategies to achieve them, (3) arranges or creates the means required, and (4) implements, directs, and monitors all steps in their proper sequence. 2. The control of development by a local authority, through regulation and licensing for land use changes and building.

(b) Explain the importance of planning. To facilitate goals achievement To facilitate assessment To reduce risks and loss To make good decisions To carry out job division To determine opportunities and threats

Any Project that needs to be executed has to be planned. Any tasks that was begun without proper planning and due diligence is almost always a failure. So, as a responsible project manager you have to plan your project properly to ensure that, your baby is a success. After all, which project manager wants to spend months of his time on a failing cause? Atleast, I don't Project Planning involves 4 important phases. They are: Planning the Project Scope Planning the Project Resources Planning the Project Schedule Planning Quality & Risk Management

Q3.(a) Why leading is important? And- Effective health and safety performance comes from the top; members of the board have both collective and individual responsibility for health and safety. Directors and boards need to examine their own behaviours, both individually and collectively, against the guidance given - and, where they see that they fall short of the standards it sets them, to change what they do to become more effective leaders in health and safety Protecting the health and safety of employees or members of the public who may be affected by your activities is an essential part of risk management and must be led by the board. Failure to include health and safety as a key business risk in board decisions can have catastrophic results. Many high-profile safety cases over the years have been rooted in failures of leadership. Health and safety law places duties on organisations and employers, and directors can be personally liable when these duties are breached: members of the board have both collective and individual responsibility for health and safety. 'Health and safety is integral to success. Board members who do not show leadership in this area are failing in their duty as directors and their moral duty, and are damaging their organisation.' 'An organisation will never be able to achieve the highest standards of health and safety management without the active involvement of directors. Q4. (a) Define organisation behaviour (OB). Ans- Definition of 'Organizational Behavior - OB' The study of the way people interact within groups. Normally this study is applied in an attempt to create more efficient business organizations. The central idea of the study of organizational behavior is that a scientific approach can be applied to the management of workers. Organizational behavior theories are used for human resource purposes to maximize the output from individual group members. b) What are the limitations of OB? Ans

OB helps an individual to understand human behavior only at workplace or he she may be a failure at domestic front. OB has not contributed to improved interpersonal relations in an organisation.Jealousies,back stabbing,harassements go side by side with rewards,lectures,discussions,smiles etc OB is selfish and exploitive. With emphasis on motivation, efficieny, productivity there exists a kind of competition among workers and they are not able to live in harmony. OB will not totally abolish conflict but it can only reduce it. OB has all most become a fad wid managers. Abolishing og physical disparities has not abolished mental barriers.

Q5. (a) What is meant by emotional intelligence? Ans- The following definitions come from the Collins Dictionary: Emotion is any strong feeling [as defined comes from the latin root word emovere to move]. Intelligence is the capacity for understanding; the ability to perceive and comprehend meaning. Emotional Intelligence: The complex whole behaviours, capabilities, beliefs and values which enables someone to successfully realise their vision and mission, given the context of their choice. (Marveled 2003). This can be broken down into Intrapersonal Intelligence and Interpersonal Intelligence. Intrapersonal Intelligence: determining moods, feelings and other mental states in oneself and the way they affect our behaviour, altering or managing these states, self motivation. Interpersonal intelligence: recognizing emotions in others, using this information as a guide for behaviour and for building and maintaining relationships. (Marveled 2003) The definition for emotional intelligence varies amongst writers and the one above encapsulates the meaning from my viewpoint. Emotional intelligence has reached the classroom and the work place Goleman (1999). from my experience those who have Emotional Intelligence succeed and those who don't end up at my door as Deputy Head of House in the pastoral system for a 16 to 18 Secondary school. This is supported by Goleman and others who have concluded that academic intelligence contributes to only 20% of the success a person can achieve. A lot of time is spent in education trying to help those students who have poor emotional intelligence. I intend in this paper to give structure to how emotions work and can be influenced in the mind body by explaining why certain techniques work, so that as teachers we can be more effective more of the time in helping students with various aspects of their emotional intelligence.

(b) What is the impact of emotional intelligence on managers? Ans- Defined as the skills or ability necessary to identify, assess and control the emotions of oneself, other people or entire groups, emotional intelligence is a concept that has become widely popular in management texts and related literature for its ability to enhance and capitalize on the human potential of an organization. Seeking to support a leaders cognitive, emotional and physical resources, the use of emotional intelligence is a modern tool of effective management, enabling the individual to manage a wide range of employees that are often performing in a unique set of roles. In addition, emotional and personal competencies are two primary factors that are shown to be directly linked to performance within a work environment, making their identification and analysis essential for effective management as well as the increased development of the organizations human capital. It pays to be Likeable In part, emotional intelligence is a response to the problems businesses face in the modern world. With tighter budgets, escalating costs and the continuous demand to produce more for less, theres a need to develop a higher standard for leadership skills, ones that will effectively address the challenges of high employee turnover, a rapidly changing business environment and the everincreasing demand for improved products and services.

Q6. Suppose you are the Team Manager in a multinational company with team strength of 10 members. You are given the responsibility of ensuring that the team gives excellent performance or results. What are the key issues you have to handle in team building? Ans- 1. COMMITMENT Commitment to the purpose and values of an organization provides a clear sense of direction. Team members understand how their work fits into corporate objectives and they agree that their team's goals are achievable and aligned with corporate mission and values. Commitment is the foundation for synergy in groups. Individuals are willing to put aside personal needs for the benefit of the work team or the company. When there is a meeting of the minds on the big picture this shared purpose provides a backdrop against which all team decisions can be viewed. Goals are developed with corporate priorities in mind. Team ground rules are set with consideration for both company and individual values. When conflict arises, the team uses alignment with purpose, values, and goals as important criteria for acceptable solutions. 2. CONTRIBUTION The power of an effective team is in direct proportion to the skills members possess and the initiative members expend. Work teams need people who have strong technical and interpersonal skills and are willing to learn. Teams also need self-leaders who take responsibility for getting things done. But if a few team members shoulder most of the burden, the team runs the risk of member burnout, or worse -- member turn-off.

Confidence in self and team affects the amount of energy a team member invests in an endeavor. If it appears that the investment of hard work is likely to end in success employees are more likely to contribute. If, on the other hand, success seems unlikely, investment of energy will wane.

3. COMMUNICATION For a work group to reach its full potential, members must be able to say what they think , ask for help, share new or unpopular ideas, and risk making mistakes. This can only happen in an atmosphere where team members show concern, trust one another, and focus on solutions, not problems. Communication --when it is friendly, open, and positive --plays a vital role in creating such cohesiveness. Positive communication impacts the energy of a work team. When members talk about what they like, need, or want, it is quite different from wailing about what annoys or frustrates them. 4. COOPERATION Most challenges in the workplace today require much more than good solo performance. In increasingly complex organizations, success depends upon the degree of interdependence recognized within the team. Leaders can facilitate cooperation by highlighting the impact of individual members on team productivity and clarifying valued team member behaviors.