ORGANISATION BEHAVIOUR

Name RATI BHAN

Roll No. 511022630
Program MBA
Subject MANAGEMENT
PROCESS AND O.B.
[Set 1]
Code MB038
Learning IICM KINGSWAY CAMP
Centre

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Q.1 Write a note on the characteristics of Management.?

Ans. “Management” is a technique of extracting work from others in an

integrated and coordinated manner for realizing the specific objectives
through productive use of different resources. According to George R.
Terry, “Management is a distinct process consisting of planning,
organizing, actuating and controlling performed to determine and
accomplish the Objectives by the use of people and resources.”
Management is a distinct activity having the following characteristics:

1. Goal-oriented:
Management is a purposeful activity. It co-ordinates the efforts of
employees to achieve
the goals of the organization. The success of management is measured by
the extent to
which the organizational goals are achieved. It is imperative that the
organizational goals
must be well-defined and properly understood by the mangers at various
levels.

2. Economic Resource:
Management is one of the factors of production together with land, labour
and capital. It
is the most critical input in the success of any organized group activity. It
is the force
which assembles and integrates other resources, namely, labour, capital
and materials.
These factors do not by themselves ensure production; they require the
catalyst of
management to produce goods and services required by the society. Thus,
management is
an essential ingredient of an organization.

3. Distinct Process:
Management is a distinct process consisting of such functions as planning,
organizing,
staffing, directing and controlling. These functions are so interwoven that
it is not

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possible to lay down exactly the sequence of various functions or their

relative
significance. In essence, the process of management involves decision-
making and
putting of decisions into practice.

4. Integrative Force:
The essence of management is integration of human and other resources
to achieve the
desired objectives. All these resources are made available to those who
manage.
Managers apply knowledge, experience and management principles for
getting the results
from the workers by the use of non-human resources. Managers also seek
to harmonize
the individuals’ goals with the organizational goals for the smooth working
of the
organization.

5. Intangible Force:
Management has been called an unseen force. Its presence is evidenced
by the result of
its efforts-orderliness, informed employees, buoyant spirit and adequate
work output.
Thus, feeling of management is result-oriented. One may not see with the
naked eyes the
functioning of management but its results are apparently known. People
often remark of
the effectiveness of management on the basis of the end results, although
they can’t
observe it during operation.
6. Results through Others:
The managers cannot do everything themselves. They must have the
necessary ability
and skills to get work accomplished through the efforts of others. They
must motivate the
subordinates for the accomplishment of the tasks assigned to them.

7. A Science and an Art:

Management has an organized body of knowledge consisting of well-
defined concepts,

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principles and techniques which have wide applications. So it is treated as

a science. The
application of these concepts, principles and techniques requires
specialized knowledge
and skills on the part of the manager. Since the skills acquired by a
manager are his
personal possession, management is viewed as an art.

8. System of Authority:
Management as a team of managers represents a system of authority, a
hierarchy of
command and control. Managers at different levels possess varying
degrees of authority.
Generally, as we move down in the managerial hierarchy, the degree of
authority gets
gradually reduced. Authority enables the managers to perform their
functions effectively.

9. Multi-disciplinary Subject:
Management has grown as a field of study taking the help of so many
other disciplines
such as Engineering, Anthropology, Sociology and Psychology. Much of the
management literature is the result of association of these disciplines. For
instance,
productivity orientation drew its inspiration from Industrial Engineering
and human
relations orientation from Psychology. Similarly, Sociology and Operations
Research
have also contributed to the development of management science.

10. Universal Application:

Management is universal in character. The principles and techniques of
management are
equally applicable in the fields of business, education, military,
government and hospital.
Henri Fayol suggested that principles of management would apply more or
less in every
situation. The principles are working guidelines which are flexible and
capable of
adaptation to every organization where the efforts of human beings are to
be coordinated.

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Q.2 Discuss intellectual abilities in detail.?

Ans. Intellectual abilities are those required to perform mental activities.

IQ tests are designed to ascertain one’s general intellectual abilities. IQ
tests are designed
to ascertain one’s general intellectual abilities. The seven most popular
dimensions
making up intellectual abilities are categorized in the following table:

Jobs differ in the demands they place on incumbents to use their

intellectual abilities. A
review of the evidence demonstrates that tests that assess verbal,
numerical, spatial, and
perceptual abilities are valid predictors of job proficiency at all levels of
jobs.
The theory of multiple intelligences by Gardner suggests eight different
intelligences to
account for a broader range of human potential in children and adults. It
has been claimed
that our intelligence or ability to understand the world around us is
complex. Some
people are better at understanding some things than others. For some, it
is relatively easy

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to understand how an automobile works, but it is immensely difficult for

some to
understand and use a musical instrument. For others music might be easy
but playing
football is difficult. The eight different intelligences are:
1. Linguistic intelligence ("word smart"):
2. Logical-mathematical intelligence ("number/reasoning smart")
3. Spatial intelligence ("picture smart")
4. Bodily-Kinesthetic intelligence ("body smart")
5. Musical intelligence ("music smart")
6. Interpersonal intelligence ("people smart")
7. Intrapersonal intelligence ("self smart")
8. Naturalist intelligence ("nature smart")
The advantages of IQ tests are:
 They are highly reliable and their validity rises with increasing
complexity of the
job.
 Verbal reasoning and numerical tests have shown high validity for a
wide range
of jobs.
 Combinations of aptitude tests have higher validities than individual
tests alone
and they are of lower cost than personality tests.
 May be administered in group settings where many applicants can
be tested at the
same time.
Scoring of the tests may be completed by computer scanning
equipment.
Q.3 Explain the classification of personality types given by
Sheldon.

Ans. William Sheldon classified personality according to body type. He

called this a person’s somatotype. He identified three main somatotypes
that are associated with certain
personality characteristics. They are as follows:

1. Endomorphy: – It is focused on the digestive system, particularly the

stomach
(endoderm); has the tendency toward plumpness, corresponds to
Viscerotonia
temperament tolerant, love of comfort and luxury, extravert.

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2. Mesophorphy: – It is focused on musculature and the circulatory

system
(mesoderm), has the tendency towards muscularity, and corresponds to
the
Somatotonia temperament courageous, energetic, active, dynamic,
assertive,
aggressive, risk taker.

3. Ectomorphy:- It is focused on the nervous system and the brain

(ectoderm) – the
tendency towards slightness, corresponds to Cerebrotonia temperament
artistic,
sensitive, apprehensive, introvert.
On this basis, Sheldon created “Atlas of Men” , in which all possible body
types are
graded in a scale from 1 (low) to 7 (high), based on the degree to which
they matched
these types; with 4 as average). Each type is represented by a series of
photos, and is
given a comical or descriptive name, like "saber tooth tiger" for extreme
mesomorph,
"Baluchitherium" for mesomorph and endomorph, "Male Mosquito" for the
extreme
ectomorph, and so on. On this scale, the extreme or pure mesomorph has
a score of
1-7-1, the pure endomorph 7-1-1, and the pure ectomorph 1-1-7. Most
people of course
are a combination of types.

Body Type Associated personality traits

a. Endomorphic Body Type:
 soft body
 underdeveloped muscles
 round shaped
 over-developed digestive system
 love of food
 tolerant
 evenness of emotions
 love of comfort
 sociable
 good humoured

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 relaxed
 need for affection
b. Mesomorphic Body Type:
 hard, muscular body
 overly mature appearance
 rectangular shaped
 thick skin
 upright posture
 adventurous
 desire for power and dominance
 courageous
 indifference to what others think or want
 assertive, bold
 zest for physical activity
 competitive
 love of risk and chance
C. Ectomorphic Body Type:
 thin
 flat chest
 delicate build
 young appearance
 tall
 lightly muscled
 stoop-shouldered
 large brain
 self-conscious
 preference for privacy
 introverted
 inhibited
 socially anxious
 artistic
 mentally intense
 emotionally restrained

But body types have been criticized for very weak empirical methodology
and are not
generally used in psychology. The use of somatotyping is used more often
in alternative
therapies and Eastern psychology and spirituality.

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Q.4 What are the different barriers to perception?

Ans. Individuals have a tendency to use a number of shortcuts when they

judge others. An
understanding of these shortcuts can be helpful toward recognizing when
they can result
in significant distortions. These barriers to perception are as follows:

1. Selective Perception:
Any characteristic that makes a person, object, or event stand out will
increase the
probability that it will be perceived. It is impossible for an individual to
internalize and
assimilate everything that is seen .Only certain stimuli can be taken in
selectively.
Selectivity works as a shortcut in judging other people by allowing us to
“speed-read”
others, but, not without the risk of drawing an inaccurate picture. The
tendency to see
what we want to see can make us draw unwarranted conclusions from an
ambiguous
situation.

2. Halo Effect:
The halo effect occurs when we draw a general impression on the basis of
a single
characteristic. For example, while appraising the lecturer, students may
give prominence
to a single trait, such as, enthusiasm and allow their entire evaluation to
be tainted by how
they judge the instructor on that one trait which stood out prominently in
their estimation
of that person. Research suggests that it is likely to be most extreme
when the traits to be
perceived are ambiguous in behavioral terms, when the traits have moral
overtones, and
when the perceiver is judging traits with which he or she has had limited
experience.

3. Contrast Effects:
Individuals do not evaluate a person in isolation. Their reaction to one
person is

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influenced by other persons they have encountered recently. For example,

an interview
situation in which one sees a pool of job applicants can distort perception.
Distortions in
any given candidate’s evaluation can occur as a result of his or her place
in the interview
schedule.

4. Projection:
This tendency to attribute one’s own characteristics to other people, which
is called
projection, can distort perceptions made about others. When managers
engage in
projection, they compromise their ability to respond to individual
differences. They tend
to see people as more homogeneous than they really are.

5. Stereotyping:
Stereotyping–judging someone on the basis of our perception of the group
to which he or
she belongs. Generalization is not without advantages. It is a means of
simplifying a
complex world, and it permits us to maintain consistency. The problem, of
course, is
when we inaccurately stereotype. In organizations, we frequently hear
comments that
represent stereotypes based on gender, age, race, ethnicity, and even
weight. From a
perceptual standpoint, if people expect to see these stereotypes, that is
what they will
perceive, whether or not they are accurate.

6. First-impression error:
Individuals place a good deal of importance on first impressions. First
impressions are
lasting impressions. We tend to remember what we perceive first about a
person, and
sometimes we are quite reluctant to change our initial impressions. First-
impression error
means the tendency to form lasting opinions about an individual based on
initial

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perceptions. Primacy effects can be particularly dangerous in interviews,

given that we
form first impressions quickly and that these impressions may be the basis
for long-term
employment relationships.
Thus, barriers to perception create distortion in judging someone.

Q.5 Mr. Batra is the General Manager, HR of a leading Automobile

company. He
is having a meeting with Mr. Chandan, a leading HR consultant.
Mr. Batra is
concerned about creating an environment that helps in increasing
job satisfaction
among employees. Assume that you are Mr. Chandan, the HR
consultant. What
suggestions will you give to Mr. Batra, for creating an
environment that increases
job satisfaction?
Ans. As Mr. Chandan, the HR consultant, I suggest Mr. Batra, that the
following measures
should be implemented for creating an environment that increases job
satisfaction:

1. Mentally Challenging Work: Employees tend to prefer jobs that give

them
opportunities to use their skills and abilities and offer a variety of tasks,
freedom
and feedback on how well they are doing. Under conditions of moderate
challenge, most employees will experience pleasure and satisfaction.

2. Personality-Job Fit: People with personality types congruent with

their chosen
vocations should find they have the right talents and abilities to meet the
demands
of their jobs; and because of this success, they have a greater probability
of
achieving high satisfaction from their work. It is important, therefore to fit

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personality factors with job profiles.

3. Equitable Rewards: Employees want pay systems and promotion

policies that
they perceive as being just, unambiguous, and in line with their
expectations.
When pay is seen as fair based on job demands, individual skill level, and
industry pay standards, satisfaction is likely to result. Similarly, employees
seek
fair promotion policies and practices. Promotions provide opportunities for
personal growth, more responsibilities and increased social status.
Individuals
who perceive that promotion decisions are made in a fair and just manner
are
likely to experience job satisfaction.

4. Supportive working conditions: Employees prefer physical

conditions that are
comfortable and facilitate doing a good job. Temperature, light, noise and
other
environmental factors should not be extreme and provide personal
comfort.
Further, employees prefer working relatively close to home, in clean and
relatively modern facilities and with adequate tools and equipment.

5. Supportive Colleagues: Employees have need for social interaction.

Therefore,
having friendly and supportive co-workers and understanding supervisor’s
leads
to increased job satisfaction. Most employees want their immediate
supervisor to
be understanding and friendly, those who offer praise for good
performance,
listen to employees’ opinions and show a personal interest in them.

6. Whistle blowing: Whistle-blowers are employees who inform

authorities of
wrongdoings of their companies or co-workers. Whistle blowing is
important
because committed organizational members sometimes engage in
unethical

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behaviour in an intense desire to succeed. Organizations can manage

whistle
blowing by communicating the conditions that are appropriate for the
disclosure
of wrongdoing. Clearly delineating wrongful behaviour and the appropriate
ways
to respond are important organizational actions.

7. Social Responsibility: Corporate social responsibility is the obligation

of an
organization to behave in ethical ways in the social environment in which
it
operates. Socially responsible actions are expected of organizations.
Current
concerns include protecting the environment, promoting worker safety,
supporting social issues, investing in the community, etc. Managers must
encourage both individual ethical behaviour and organizational social
responsibility.

Q.6 Given below is the HR policy glimpse of “iMagine”, an

advertising company:
1. It offers cash rewards for staff members
2. It promotes the culture of employee referral and encourages
people to refer
people they know, maybe their friends, ex. colleagues, batch
mates and
relatives.
3. It recognizes good performances and gives fancy titles and
jackets to the
people who perform well and also felicitates them in the Annual
Day of the
company.
What all aspects does it take care of, according to Maslow’s Need
Hierarchy?

Ans. According to Maslow’s Need Hierarchy theory, human beings have

wants and desires
which influence their behaviour; only unsatisfied needs can influence
behavior, satisfied
needs cannot. The needs are arranged in order of importance, from the
basic to the

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complex. The person advances to the next level of needs only after the
lower level need is
at least minimally satisfied. The further they progress up the hierarchy,
the more
individuality, humanness and psychological health a person will show.
The five needs given by Maslow are as follows:
1. Physiological: Includes hunger, thirst, shelter, sex, and other
bodily needs.
2. Safety: Includes security and protection from physical and
emotional harm.
3. Social: Includes affection, belongingness, acceptance, and
friendship.
4. Esteem: Includes internal esteem factors, such as, self-respect,
autonomy, and
achievement; and external esteem factors, such as, status,
recognition, and
attention.
5. Self-actualization: The drive to become what one is capable of
becoming;
includes growth, achieving one’s potential, and self-fulfillment.
The HR policy of “iMagine” company takes care of the following needs:
1. The first point takes care of the esteem needs. Offering cash rewards to
employees satisfies their self respect. They get external esteem factors
such as
status, recognition, and attention from others. The get to enjoy general
esteem
from others.
2. The second point takes care of the social and self-actualization needs.
When the
employee refers to others, his need of affection, belongingness,
acceptance, and
friendship are satisfied. In this way, his social needs are satisfied. When
the
employee is referring to others, his self-actualization needs are also
satisfied.
3. The third point takes care of the safety and social needs. The
employee’s
emotional needs are taken care of when they are praised for their good
performance. Their self-respect is also satisfied. They get status,
recognition, and
attention. Their esteem needs are also satisfied.

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This policy creates an employer-employee friendly relationship and makes

the bond
stronger between them. And the work performance of the employees also
increases.

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