assignment

set 1
subject: management process & organization
behaviour.

q.1. “Today mangers need to perform various function”. Elaborate

the
statement.
Ans: To meet day to day requirements, managers have to peform various
types functions. Recently management functions have been grouped
into four categories. They are as follows,
a) Planning
b) Organizing
c) Leading
d) Controlling

a) Planning: It involves the process of defining goals, establishing

strategies for achieving these goals and developing plans to
integrate & coordinate activities. Every organization needs to plan
to reach its goal. Effective planning enables an organization adapt
to change by identifying opportunities & avoiding problems. It
provides the direction for the other functions of management &
for effective teamwork. It also enhances the decision making
process. Planning in order to be useful must be linked to strategic
intent of an organization. Therefore planning is often referred to as
strategic in nature & also termed as strategic planning.
Top level managers engage chiefly in strategic planning. Or
long range plannings. Strategic planning helps in following ,
➔ To develop & analyse the organization's mission
➔ Set goals & obejectives
➔ Develop related strategies i.e. tactical & operational plans.

b) Organizing: It involves designing, structuring & coordinating the

work components to achieve organizational goal. It the process of
determining what tasks are to be done, who is to do, how the tasks
are to be grouped, who reports to whom & where decision are to be
made. Organizations are groups of people, with ideas and resources
working toward a common goal. The purpose of organizing function
 is to make the best use of the organization's resources to achieve

organizational goals. Organizational structure is the formal decision

making framework by which job tasks are divided, grouped, &
coordinated. Formalization is an important aspect of structure. It is
built by the top management. The steps in the organizing process
includes;
➔ Review plans
➔ List all tasks to be accomplished
➔ Divide tasks into groups one person can accomplish- a job
➔ Group related jobs together in logical & efficient manner
➔ Assign work to individuals
➔ Delegate authority t establish relationship between jobs & groups of
job

c) Leading: Leadership involves the exercise of influence by one

person over others, the quality of leadership exhibited by supervisors
is a critical determinant of organizational success. Leading involves
the following functions;
1) Teambuilding: Competitive arenas require quick decisions by
knowledgeable employees who work close to the source of problems.
Teams enable knowledge based & innovative decision making. This
collaboration is a revolution in the work place.
2) Consensus building: Top performance demands the joint effort of
many people. When an individual works together with others
effectiveness grows, creating productivity for all involved. Together
employees can do more than individual alone.
3) Selecting: The selection process consist of forecasting employment
needs , recruiting candidates, interviewing applicants, & hiring
employees.
4) Training: When employees are selected they enter an orientation
program to be formally introduce to their jobs. Orientation sets a
tone for new employees. Employees are informed about benefits,
policies & procedures. Specific duties & responsibilities &
performance evaluation are clarified. Training includes organization
analysis, task analysis & personal needs analysis.

d) Controlling: Control is the process through which standards for

performance of people & processes are set, communicated & applied.
It involves monitoring the employee's behaviour & organizational
processes and take necessary actions to improve them, if needed.
 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 basis for measure-
ment.
Step 2: Measure actual performance. Supervisors collect data to
measure actual performance to determine variation from
standard. Personal observation, statistical reports, oral
reorts & written reports can be used to measure performance.
Management by walking around or observation of employees
working, provides unfiltered information, extensive coverage
& ability to read between the lines. This method might be
misinterpreted as mistrust by employees.
Step 3: Compare measured performance against established stand-
ards. Comparing results with standards determines varia-
tions.Some variations can be expected in all activities &
the range of variation- the acceptable variance has to be
established.
Step 4: Take corrective action. The supervisors must find the cause
of deviation from standard. Then he or she takes action
to remove or minimize the cause. If the source of variation
in work performance is from a deficit activity, then
supervisor can take immediate corrective action & get
performance back on track.
There are three types of controls. They are;
➔ Feed forward controls
➔ Concurrent controls
➔ Feedback controls

Q.2. “ Skills are the tool to performance”. Explain various

management
skills.
Ans: There are three essential management skills. These skills are been
identified by Katz in 1974. They are as follows;
i)Technical skills
ii)Human skill
iii)Conceptual skill
 i)Technical skills: The ability is to apply specialized knowledge
or expertise. All jobs require some specialized expertise, & many
people develop their technical skills on the job. Vocational and on-
the- job training programs can be used to develop this type of skill.

ii)Human skills: This is the ability to work with, understand and

motivate other people. This requires sensitivity towards others
issues & concerns. People who are proficient in technical skills
but not with interpersonal skills, may face difficulty to manage
their subordinates. To acquire human skills it requires to recognize
the feelings & sentiments of others, ability to motivate even in
adverse situation, & communicate own feelings to others in positive
& inspiring way.

iii)Conceptual skills: This is the ability to critically analyze, diagnose

a situation & forward a feasible solution. It requires creative think-
ing, generating options & choosing the best available option.

Q.3. What is negotiation? Explain process of negotiation.

Ans: Negotiation is a process in which two or more parties exchange
goods or services & attempt to agree upon the exchange rate for
them. There two general approaches to negotiation, they are
distributive bargaining & integrative bargaining.

Ditributive bargaining: When engaged in distributive bargaining,

one's tactics focus on trying to get one's opponent to agree to one's
specific target point to get as close to it as possible. Hard distributive
negotiation takes place when each party holds out to get its own way.
The hard approach may lead to a win-lose outcome in which one
party dominates & gains. Soft distributive negotiation takes place
when one party is willing to make concessions to get things over with.
A soft approach leads to accommodation in which one party gives into
other, or to compromise in which each party gives up something of
value in order to reach agreement.

Integrative bargaining: It builds long term relationships & facilitates

 collaborative work. This strategy is adopted to create win-win
solution. Following conditions are necessary for this type of

negotiation to succeed.
➢ Parties who are open with information & candid about their
concerns.
➢ A sensitivity by both parties to the other's needs.
➢ The ability to trust one another.
➢ A willingness by both parties to maintain flexibility.

The process of negotiation is as follows;

a) Preparation and planning: At this stage, homework needs to done
in regard to nature, history, concerned parties of conflict. Based
on the information, a strategy is developed. Both the parties
'Best Alternative To a Negotiated Agreement' needs to be deter-
mined. It determines the lowest value acceptable to you for a
negotiated agreement for both the parties.

b) Definition of ground rules: At the stage, the venue, the negotiators,

time will be decided.

c) Clarification & justification: When initial positions have been

exchanged, the original demands of both the parties need to be
explained & justified. Proper documentation is required at this
stage to support each of the parties position.

d) Bargaining and problem solving: The essence of the negotiation

process is actual give & take in trying to hash out an agreement.
Concessions will undoubtedly need to be made by both parties.

e) Closure and implementation: This is the last step, where the

agreement is formalized & procedures to implement the agree-
ment will be developed.

q.4. Explain classical conditioning theory?

Ans: Classical conditioning theory is a form of associative learning process
proposed by Pavlov in 1927.
➢ This process involves presentations of a neutral stimulus along with
 a stimulus of some significance.
➢ The neutral stimulus does not lead to an overt behavioral response

from the organism. This is called as conditioned stimulus.

➢ Significant stimulus evokes & innate, often reflexive, response. This is
called as Unconditioned Stimulus & Unconditioned Response respectively
➢ If the conditioned stimulus & unconditioned stimulus are repeatedly
paired, the two stimuli become associated & the organism begins to
produce a behavioral response to it. It is conditioned response.
➢ Classical conditioning was first experimented by Russian physiologist
Ivan Pavlov to teach dogs to salivate in response to the ringing of bell.
➢ During this research on physiology of digestion in dogs, Pavlov used a
bell before giving food to his dog. Rather than simply salivating in the
presence of meet i.e. response to food is unconditioned response,
after a few repetitions, the dog started to salivate in response to the
bell. Thus a neutral stimulus i.e. bell became a conditioned stimulus
as a result of consisting pairing with the unconditioned stimulus i.e.
meat. Pavlov referred to this learned relationship as a conditioned
response.

Q.5. How are culture & society responsible to built value system?
Q.6. Write short notes on;
a) Locus of control
b) Machiavelliasm

a) Locus of control:
➢ A person's perception of his fate is termed as locus of control.
➢ Locus of control was formulated within the framework of Rotter's
social learning theory of personality in 1954.
➢ Rotter pointed out that internality & externality represent two ends
of continuum, not an either or typology.
➢ Internals tend to attribute outcomes of events to their own control.
➢ Externals attribute outcomes of events to external circumstances.
For eg: college students with strong internal locus of control may
believe that their grades were achieved through their own abilities &
efforts, whereas those with strong external locus of control may believe
that their grades are the result of good or bad luck, or to a professor
 who designs bad tests or grade capriciously; hence they are less likely

to expect that their own efforts will result in success & are therfore
less likely to work hard for high grades.
➢ Individuals who rate high in externality are less satisfied with their
jobs, have higher absenteeism rate, are more alienated from work
setting, & are less involved on their jobs than are internals.
➢ Internals, facing the same situation, attribute organizational outcomes
to their own actions.
➢ Internals believe that health is substantially under their own control
through proper habits, their incidences of sickness & hence there is
less absenteeism.
➢ Internals generally perform better on their jobs, but one needs to
consider differences in jobs.
➢ Internals search more actively for information before making a decision,
are more motivated to achieve, & make a greater attempt to control
their environment.
➢ Hence internals do well in their sophisticated tasks.
➢ Internals are more suited to jobs that require initiative & independence
of action & want autonomy & independence in their jobs.
➢ Externals are more compliant & willing to follow directions & be led,
& do well on jobs that are well structured and routine & in which
success depends heavily on complying with the directions of others.