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creates great results at low costs. Management is about cost reduction. You can see how the
physical resources, the flute playing blind man, the foot massage, and the people are judiciously
combined to create happiness to the hotel guests.
4 Establishes sound organisation No overlapping of efforts is an important lesson from the
case. You saw how the service staff moved around with calmness and rendered the service
smoothly which avoided all duplication of effort and perhaps how they covered each others
deficiency in service through teamwork.
Q-2 Discuss the steps involved in the Planning process.
Ans-2 Steps in Planning
Being aware of opportunities This means being aware of the customer needs, market,
competition, our strengths, and weaknesses. For example, Sambhavi being aware of the customer
need to have the outlets in other districts. This is usually done through market research,
competitor analysis, and analysis of own strengths and weaknesses through a formal process
called SWOT analysis (Strength, Weaknesses, Opportunity, and Threat).
Establishing objectives This implies establishing what we want to be and what we want to
accomplish and when and in relation to which market segment. At the highest level, this is done
through vision and mission building. This process takes place at business level, project level, etc
also.
Developing premises Deciding on the environment (both external and internal) in which our
plans are going to operate. Business has external environment created by political factors to
include legislation, legal framework, etc. For example, foreign companies cannot invest directly
in multi-brand retail in India. There can be economic reasons such as general slowdown in which
case the shoppers to the bakery may decrease, there can be factors such as nuclear family and
eating out habit which helps Sambhavi to have a greater market, etc.
The external analysis is done through a process called PEST analysis (Political, Economic,
Social, and Technological). Some add culture as an additional separate factor while others
include it in Social.
Determining alternative courses Identifying the most promising alternatives to accomplish
what we want to. This is done by combining the information about the opportunities, threats, and
own strength and weaknesses. This is done through another framework called TOWS matrix
which we will handle in some detail in a subsequent section in this unit.
Evaluating alternative courses Comparing the alternatives to find out which of them will meet
our goals and at optimal cost and profit keeping sustainability into mind.
Selecting a course Selecting the course that we want to follow.
Formulating plans This implies making plans that support the course of action by buying
equipment, space, planning the type of HR, etc.
Qualifying plans by budgeting Identifying the cost involved, how the financial resources will
be mobilized, what is capital expenditure, what is operational expenditure, the working capital,
etc.
Economy of controls Controls must be worth their costs. Creating controls which are
excessively expensive is counter-productive. For example, we cannot have the same controls in
an aircraft and a car.
Q-4 Discuss the concept of a Group. Explain the purpose of a Group. Discuss the types of
Formal Groups.
Ans-4 Concept of a group
A group is based on the concept of synergy to attain the goal. By synergy we mean that the sum
total of the output by the individual members are collectively surpassed by the group and this
happens because of its ability to create better input (ideas) and work practices that cover the
deficiencies of each other. Social facilitation theory explains how performance tends to improve
or decline in the presence of others. In fact the synergy is dependent on social facilitation. Social
facilitation effect also results in people who are proficient in a job doing the same job faster and
better in the presence of a group and those who are not proficient doing it worse in the presence
of a group. Interestingly, if we have to train people on simple things, it is better to do it in a
group as the learning is faster and if on complex things, it is better to train them individually.
Purpose of groups
People join groups for various reasons such as:
Goal achievement: When it takes more than one person to do a thing e.g., an orchestra or
play cards, or design a system, make a commentary, think and create a solution, you need
to join a group.
Identity: It gives people identity and therefore enhances their self esteem and often the
affiliation needs.
Power and status: Groups give both since a group is able to ascertain rights of its
members better and give them a position in society and life.
Task Group: A task group is made up of employees who work together to complete a
particular task or project. Here, the members do not report to the hierarchical superior but
to the person who is given the task to do.
Committee:
9. Networking reflects group members' ability and willingness to link up with others, external to
the group. Such contacts can be drawn upon for information, support, and assistance when
needed to facilitate goal achievement.
10. Participation by group members in a broad range of group activities and decisions facilitates
member buy-in. Participation also facilitates strategy development and increases member selfefficacy.
Q-6 Write short notes on the following:
a) Golemans Model of Emotional Intelligence
b) Fielders Contingency Model of Leadership
Ans-6 Golemans Model of Emotional Intelligence: Emotional intelligence is the capacity for
recognizing our own feelings and those of others, for motivating ourselves, for managing
emotions well in us and in our relationships."
Golemans model of Emotional Intelligence (EI)
Daniel Goleman and the Hay Group have identified a set of competencies that differentiate
individuals with EI. The competencies fall into four clusters:
Self-awareness: Capacity for understanding one's emotions, one's strengths and one's
weaknesses.
Self-management: Capacity for effectively managing one's motives and regulating one's
behaviour.
Social awareness: Capacity for understanding what others are saying and feeling and why
they feel and act as they do.
Relationship management: Capacity for acting in such a way that one is able to get
desired results from others and reach personal goals.
The most popular and accepted mixed model of EI is the one proposed by Goleman
(1995). He viewed EI as a sum of personal and social competences. Personal competence
determines.
Let us now learn each of the competencies in detail.
Personal competence
Personal competence comprises three dimensions of EI, such as, self-awareness, self-regulation
and motivation. Self-awareness is the ability of an individual to observe himself/herself and to
recognize 'a feeling as it happens' (Goleman, 1995). The hallmarks of this ability are selfconfidence, self-assessment and openness to positive criticism. Self-regulation is the ability to
control emotions and to redirect those emotions that can have negative impact. Trustworthiness,
integrity, tolerance of ambiguity and attitude to accept change are some characteristics of this
ability.
Social competence
Social competence comprises of two dimensions namely, empathy and social skills. Empathy is
the ability to feel and show concern for others, take their perspective and to treat people
according to their emotional reactions. People with this ability are experts in generating and
motivating others. Social skills are the abilities to build a rapport and to manage relationships
with people. People having this skill are very effective in persuasiveness and team management.
Social skill is the culmination of all other components of EI assuming that people can
effectively manage social and work relationships.
Fielders Contingency Model (FCM) of leadership
This model dominates the modern literature on contingency theories. FCM postulates that the
leaders effectiveness is based on situational contingency which is a result of the interaction of
two factors, i.e., leadership style and situational favorableness. Though over 400 studies have
been conducted using this theory, it is not a highly popular model. Fielder suggested that the
leadership style of the leader can be measured by an instrument called least preferred coworker
They are:
How defined and structured the work is?
How much position power (authority) the leader has?