MBA- Semester 1 Assignment Set 2 Subject Code Marks 0 ( !

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MB00#$% Ma&a'eme&t (r)*ess a&+ Or'a&,-at,)&a. Be/a0,)r % 1 *re+,ts MB0038

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&ns3 Conflict occurs whenever disagreements e0ist in a social situation over issues 4work related or personal5. Conflict is a process that begins when one party perceives that another party has negatively affected1 or is about to negatively affects1 something that the first party cares about 4#homas1 12225. Conflict can be either constructive or destructive. Constructive conflict prevents stagnation1 stimulates creativity1 allows tensions to be released. 6owever1 e0cessive levels of conflict can hinder the effectiveness of a group or an organi7ation lessens satisfaction of group members1 increases absence and turnover rates1 and1 lowers productivity. "rgani7ational Conflict can have both positive and negative consequences. Ne'at,0e *)&se34e&*es2 Increased costs 4time1 money5 devoted to dealing with the conflict1 wasted resources and energy spent dealing with the conflict1 8ecreased productivity1 *owered motivation1 8ecreased morale1 %oor decision9making1 :ithdrawal and miscommunication or non9communication1 Complaints and blaming1 ackstabbing and gossip1 &ttitudes of distrust and hostility 4that may influence all future interactions1 4%ermanent5 erosion to personal1 work1 and community relationships1 6arm to others not directly involved in the conflict1 8amaged emotional and psychological well9being of those involved in the conflict1 8issatisfaction and stress. ()s,t,0e *)&se34e&*es2 *eads to new ideas1 ;timulates creativity1 <otivates change1 %romotes organi7ational vitality1 6elps individuals and groups to establish identities1 ;erves as a safety valve to indicate problems1 uilds cooperation1 6elps individuals to develop skills on how to manage conflicts1 Improving quality decisions.

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&ns3 #he main characteristics of management are as follows3 1. <anagement is an activity3 <anagement is an activity which is concerned with the efficient utili7ation of human and non9human resources of production. 2. Invisible ,orce3 <anagement is an invisible force. Its e0istence can be felt through the enterprise or institution it is managing. 3. =oal "riented3 <anagement is goal oriented as it aims to achieve some definite goals and ob'ectives. &ccording to the 6aimann1 >Effective management is always management by ob'ectives>. <anagers and other personnel officers apply their knowledge1 e0perience and skills to achieve the desired ob'ectives. $. &ccomplishment through the efforts of "thers3 <anagers cannot do everything themselves. #hey must have the necessary ability and skills to get work accomplished through the efforts of others. (. ?niversal activity3 <anagement is universal. <anagement is required in all types or organi7ations. :herever there are some activities1 there is management. #he basic principles of management are universal and can be applied anywhere and in every field1 such as business1 social1 religious1 cultural1 sports1 administration1 educational1 politics or military. ). &rt as well as ;cience3 <anagement is both an art and a science. It is a science as it has an organi7ed body of knowledge which contains certain universal truths and an art as managing requires certain skills which apply more or less in every situation. +. <ultidisciplinary @nowledge3 #hough management is a distinct discipline1 it contains principles drawn from many social sciences like psychology1 sociology etc.

-. <anagement is distinct from ownership3 In modern times1 there is a divorce of management from ownership. #oday1 big corporations are owned by a vast number of shareholders while their management is in the hands of paid qualified1 competent and e0perienced managerial personnel. 2. !eed at all levels3 &ccording to the nature of task and scope of authority1 management is needed at all levels of the organi7ation1 i.e.1 top level1 middle and lower level. 1A. Integrated process3 <anagement is an integrated process. It integrates the men1 machine and material to carry out the operations of the enterprise efficiently and successfully. #his integrating process is result oriented.

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&ns3 #he ;ocial *earning #heory was proposed by &lbert andura. It recogni7es the importance of observing and modeling the behaviors1 attitudes1 and emotional reactions of others. #he four processes of ;ocial *earning #heory are3 a5 &ttention processes1 b5 .etention processes1 c5 <otor reproduction processes1 d5 .einforcement processes a5 &ttention processes3 ;ocial Cognitive #heory implies that you must pay attention for you to learn. If you want to learn from the behavior of the model 4the person that demonstrates the behavior51 then you should eliminate anything that catches your attention other than him. &lso1 the more interesting the model is1 the more likely you are to pay full attention to him and learn. b5 .etention processes3 #he ability to store information is also an important part of the learning process. .etention can be affected by a number of factors1 but the ability to pull up information later and act on it is vital to observational learning. c5 .eproduction processes3 "nce you have paid attention to the model and retained the information1 it is time to actually perform the behavior you observed. ,urther practice of the learned behavior leads to improvement and skill advancement. d5 .einforcement processes3 ,inally1 in order for observational learning to be successful1 you have to be motivated to imitate the behavior that has been modeled. .einforcement and punishment play an important role in motivation. :hile e0periencing these motivators can be highly effective1 so can observing other e0perience some type of reinforcement or punishment. ,or e0ample1 if you see another student rewarded with e0tra credit for being to class on time1 you might start to show up a few minutes early each day.

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6enri ,ayol1 a mining engineer and manager by profession1 defined the nature and working patterns of the twentieth9century organi7ation in his book1 =eneral and Industrial <anagement1 published in 121). In it1 he laid down what he called 1$ principles of management. #his theory is also called the &dministrative #heory. #he principles of the theory are3 15 8ivision of work3 tasks should be divided up with employees speciali7ing in a limited set of tasks so that e0pertise is developed and productivity increased. 25 &uthority and responsibility3 authority is the right to give orders and entails enforcing them with rewards and penaltiesB authority should be matched with corresponding responsibility. 35 8iscipline3 this is essential for the smooth running of business and is dependent on good leadership1 clear and fair arguments1 and the 'udicious application of penalties. $5 ?nity of command3 for any action whatsoever1 an employee should receive orders from one superior onlyB otherwise authority1 discipline1 order1 and stability are threatened. (5 ?nity of direction3 a group of activities concerned with a single ob'ective should be co9 coordinated by a single plan under one head. )5 ;ubordination of individual interest to general interest3 individual or group goals must not be allowed to override those of the business. +5 .emuneration of personnel3 this may be achieved by various methods but it should be fair1 encourage effort1 and not lead to overpayment. -5 Centrali7ation3 the e0tent to which orders should be issued only from the top of the organi7ation is a problem which should take into account its characteristics1 such as si7e and the capabilities of the personnel. 25 ;calar chain 4line of authority53 communications should normally flow up and down the line of authority running from the top to the bottom of the organi7ation1 but sideways communication between those of equivalent rank in different departments can be desirable so long as superiors are kept informed. 1A5 "rder3 both materials and personnel must always be in their proper placeB people must be suited to their posts so there must be careful organi7ation of work and selection of personnel. 115 Equity3 personnel must be treated with kindness and 'ustice. 125 ;tability of tenure of personnel3 rapid turnover of personnel should be avoided because of the time required for the development of e0pertise. 135 Initiative3 all employees should be encouraged to e0ercise initiative within limits imposed by the requirements of authority and discipline. 1$5 Esprit de corps3 efforts must be made to promote harmony within the organi7ation and prevent dissension and divisiveness. #he management functions1 that ,ayol stated1 consisted of planning1 organi7ing1 commanding1 co9coordinating and controlling. <any practicing managers1 even today1 list these functions as the core of their activities. ,ayol was also one of the first people to characteri7e a commercial organi7ationCs activities into its basic components. 6e suggested that organi7ations could be sub9divided into si0 main areas of activity3

15 25 35 $5 (5 )5

#echnical Commercial ,inancial ;ecurity &ccounting <anagement

In defining the core principles governing how organi7ations worked and the contribution of management to that process1 ,ayol laid down a blueprint that has shaped organi7ation thinking for almost a century.

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&ns3 Internal ,orces3 %oor financial performance Employee dissatisfaction Inefficiency of e0isting business processes and systems need to increase profitability E0istence of cultural misfits to organi7ation goals and ob'ectives. Change in the top management3 Change in the top management and consequent change in the ideas to run the organi7ation also leads to change in the system1 structure and processes. "ld managers are replaced by new managers which are necessitated because of retirement1 promotion1 transfer or dismissal. Each new manager brings his own ideas and way of working into the organi7ation. #he formal or informal relationships may change because of changes in top management. <oreover1 attitudes1 ideology1 leadership style of the person may be different from the earlier one1 this will reflect in their actions and decisions. #he result is that an organi7ation has to change accordingly. Change in si7e of the organi7ation3 Change in the organi7ationCs si7e leads to change in the internal structure and comple0ity of the operations in the organi7ation. %erformance gaps3 :hen a gap between set target and actual results 4in terms of market share1 employee productivity and profit5 is identified1 organi7ations face the forces to change and reduce the gap. Employee needs and values3 :ith changing needs and values of the employees1 organi7ations change their policies. ,or e0ample1 attractive financial incentives1 challenging assignments1 vertical growth opportunities and autonomy at work may be provided in an organi7ation to attract and retain its effective employees. 8eficiency in e0isting organi7ation3 ;ometimes1 changes are necessary because of deficiency in the present organi7ational arrangement and process. #hese deficiencies may be in the form of unmanageable span of management1 large number of managerial levels1 lack of co9ordination between various departments1 obstacles in communication1 multiplicity of committees1 lack of uniformity in policy decisions1 lack of co9operation between line and staff and so on.

E0ternal ,orces3 Changes in technology %olitical factors =eneral macro9economic environment Changes in consumer tastes1 preferences1 purchasing patterns D frequencies 8eclining market shares due to competition #echnology3 #echnological changes are responsible for changing the nature of the 'ob performed at all levels in an organi7ation. :hen there is a change in technology in the organi7ationCs environment and other organi7ations adopt the new technology1 the organi7ation under focus becomes less cost9effective and its competitive position weakens. #herefore1 it has to adopt new technology. :hen the organi7ations adopt a new technology1 its work structures are affected and a new equilibrium has to be established. :e have seen that technology has impact on organi7ation structure1 organi7ational processes1 and behavior of people. ,or e0ample1 computers and automation have made significant impact on organi7ational functioning. usiness scenario3 8ue to rapid changes in the business scenario with increasing competition and global economy1 the needs and demands are also changing among the customers1 suppliers and other stakeholders. "rgani7ations are1 therefore1 forced to change their operational methods to meet the demands of the stakeholders. ;ince every organi7ation e0ports its outputs to the environment1 an organi7ation has to face competition in the market. #here may be two types of forces which may affect the competitive position of an organi7ation1 other organi7ations supplying the same products and1 buyers who are buying the product. &ny change in these forces may require suitable changes in the

organi7ation. ,or e0ample1 when Indian economy was liberali7ed 4the process still continues51 there were many foreign organi7ations which entered the Indian market. #his forced many Indian organi7ations to re9align themselves with the new situation. #he result is that there have been many cases of divesting the business and concentrating on the core business1 acquiring core business1 and developing competitive competence to face competitive threats. ;imilarly1 there may be changes in buyers in terms of their needs1 liking9 disliking1 and income disposal for a product. #hese changes force the organi7ations to bring those products which meet buyerCs requirements. Environmental and !ational factors3 Environmental factors such as economic1 political and demographic and legal factors play a vital role in devising organi7ational policies and strategy. &ny change in these political and legal factors may affect the organi7ational operation. ,or e0ample1 organi7ations may have to change their employment policies in accordance with the government policy1 demand of the non9government organi7ations and changing economic conditions of a country. ;ocial changes3 ;ocial changes reflect in terms of peopleCs aspirations1 their needs1 and their way of working. ;ocial changes have taken place because of the several forces like level of education1 urbani7ation1 feeling of autonomy1 and international impact due to new information sources. #hese social changes affect the behavior of people in the organi7ation. #herefore it is required to make ad'ustment in its working so that it matches with people.

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&ns3 %er ;heldonEs theory of personality1 below are the traits that <s. Chanchal can derive3 <r. .avi represents <esomorph body type. 6e is Fwell9proportionedG. %sychologically he is &dventurous1 Courageous1 Indifferent to what others think or want1 &ssertive/bold1 Hest for physical activity1 Competitive1 :ith a desire for power/dominance1 &nd a love of risk/chance. <r. =ineesh represents Ectomorph body type. %sychologically he is ;elf9conscious1 %rivate1 Introverted1 Inhibited1 ;ocially an0ious1 &rtistic1 Intense1 Emotionally restrained1 #houghtful <r. .amgopal represents Endomorph body type. %sychologically he is;ociable1 ,un9loving1 *ove of food1 #olerant1 Even9tempered1 =oodhumoured1 .ela0ed1 :ith a love of comfort1 &nd has a need for affection