Management Process and Organization Behavior

Assignment Set- 2

Q.1 What is emotional intelligence? Explain Goleman’s model

of emotional intelligence.

Emotional intelligence:-

Emotional intelligence –EI- is a relatively recent behavioural model,

rising to prominence with Daniel Goleman’s 1995 Book called
‘Emotional Intelligence’. The early Emotional intelligence theory was
originally developed during the 1970s and 80s by the work and
writings of psychologists Howard Gardner (Harvard), Peter Salovey
(Yale)and John ‘Jack’ Mayer (New Hampshire). Emotional intelligence is
increasingly relevant to Organizational development and developing
people, because the EI principles provide a new way to understand and
assess people’s behaviours, management styles, attitudes,
interpersonal skills, and potential. Emotional intelligence is an
important consideration in human resources planning,

job profiling, recruitment interviewing and selection, management

development, customers relations and customer service, and more.
Ever since the publication of Daniel Goleman’s first book on the topic in
1995, emotional intelligence has become one of the hottest buzzwords
in corporate America. For instance, when the Harvard Business Review
published an article on the topic two years ago, it attracted a higher
percentage of readers than any other article published in that
periodical in the last 40 years. When the CEO of Jonson & Jonson read
the article, he was so impressed that he had copies sent out to the 400
top executives in the company worldwide.

“Emotional intelligence is the capacity for recognizing our own feelings

and those of others, for motivating ourselves, for managing emotions
well in ourselves and in our relationships”

Goleman’s Model of Emotional Intelligence:-

Daniel Goleman and the Hay Group have identified a set of

competencies that differentiate individuals with Emotional intelligence.
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 regulting one’s behavior.

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

able to get desired results from others and reach personal goals.

The most popular and acceped mixed model of emotional intelligence

is the one proposed by Goleman(1995). He viewed emotional
intelligence as a total of personal social competences. Personal
competences determines how we handel our interpersonal
relationships.
Q.2 . Discuss the five stage model of group development
proposed by Tuckman.

Model of group development:-

The most important models of group development have been cited

below.

The five stage model :-The five stage model of group development
was proposed by Bruce Tuckman in 1965.

1.Forming:-In this stage the members are entering the group. The main
concern is to facilitate the entry of the group members. The individuals
entering are concerned with issues such as what the group can offer
them, their needed contribution the similarity in terms of their personal
needs, goals and group goals, the acceptable normative and
behavioral standards excepted for group membership and recognition
for doing the work as a group member.

2.Storming:- This is a turbulent phase where individuals try to basically

form coalitions and cliques to achieve a desired status within the
group. Members also go through the process of identifying to their
expected role requirements in relation to group requirements .In the
process, membership expectations tend to get clarified, and attention
shifts toward hurdles coming in the way of attaining group goals.
Individuals begin to understand and appreciate each other’s
interpersonal styles, and efforts are made to find ways to accomplish
group goals while also satisfying individual needs.

3.Norming:- Form the norming stage of group development, the group

really begins to come together as a coordinated unit.At this point, close
relationships develop and the group shows cohesiveness. Group
members will strive to maintain positive balance at this stage.

4.Performing:-The group now becomes capable of dealing with

complex tasks and handling internal disagreements in novel ways. The
structure is stable, and members are motivated by group goals and are
generally satisfied. The structure fully functional and accepted at this
stage. Group energy makes a transition from member’s focus on
getting to know and understand each other to performing. For
permanent work groups, performing is the last stage in their
development.

5.Adjourning:- A well-integrated group is able to disband, if required,

when its work is accomplished, though in itself it may be a painful
process for group members, emotionally. The adjourning stage of
group development is especially important for the many temporary
groups that are rampant in today’s workplaces. Members of these
groups must be able to convene quickly, do their jobs on a tight
schedule, and then adjourn-often to reconvene later, whenever
required.

Groups do not always proceed clearly from one stage to the next.
Sometimes several stages go on simultaneously, as when groups are
storming and performing. Groups may at times regress to earlier
stages. Another problem is that it ignores organizational context. For
instance, a study of a cockpit crew in an airliner found that, within ten
minutes, three strangers assigned to fly together for the first time had
become a high-performing group. The rigid organizational context
provides the rules, task definitions, information, and resources
required for the group to perform, effectively.

Q.3 What are the possible sources of organizational conflict?

Explain.

Sources of organizational conflict:-Prominent among the sources

of conflict in organizations are:

• Line and Staff Competition: The growth of highly

specialized, creative, well-educated staff poses unique problems
for line managers. Faced with a growing dependence on staff,
line managers must adjust to a reduction in organizational power
and prestige. Conflict in most organizations persists between line
and staff because it is virtually impossible to define precisely the
responsibility and authority relationships between the two.

• Organizational-Individual Disagreements: Form one

perspective, the conflict between the organization and the
individual centers around the individual’s failure to fulfill the
organization’s expectations regarding productivity or compliance
with rules. From another, the conflict is often seen as resulting
from excessive organizational demands. Such conflict may be
 overt or hidden from view, depending on the perception each
side has of the power of the other.

• Overlapping Responsibilities: Organizations constantly

change in response to personnel turnover, expansion of
contraction, the adoption of new policies, changes in external
environment, and so on. As a result, it is impossible to establish
job responsibilities once and for all. When a change occurs, one
person reaches out to assume more responsibility, another
retrenches and still another tentatively assumes responsibility
from certain functions without knowing definitely who should be
performing them. Thus, the stage is set for conflict.

• Functional Interdependence: Conflicts between an

organization’s functional units, such as sales, accounting and
manufacturing are commonplace. The sales department is at
odds with manufacturing because quality is too low or prices are
too high to meet the competition. Although departments are
separated on the basis of function, they can never function as
completely autonomous units. They must somehow resist the
constant urge to view the organization in terms of their narrow
self-interests.

• Personality Clashes: Individual differences in such personal

qualities as values, attitudes, abilities and personality traits are
often the cause of conflict. Two managers may learn to despise
each other thoroughly for reasons totally unrelated to their work,
but their performance on the job may suffer because of it.

• Disagreements Over Goals: Conflict among managers is often

caused by the fact there is poor agreement over goals. Perhaps,
an even more common source of conflict is the clash of the
personal goals of managers and employees with goals of the
organization.

• Bottlenecks in the Flow of Work: Line supervisors in

manufacturing must meet production deadlines, but they are
dependent upon production schedules, warehousing shipping,
and others for effective performance. A bottleneck at any point
can prevent the line supervisors from being effective and is quite
naturally an occasion for interpersonal conflict.
Q.4 The environmental stressors have a great impact on work
performance and adjustment of the individual in an
organization. Discuss the different categories of environmental
stressors.

Environmental stressors:

Environmental and internal conditions that lie beyond an individual’s

control are called environmental stressors. Such stressors can have a
considerable impact on work performance and adjustment. We can
organize environmental stressors into the following categories:

• Task Demands: Task Demands are factors related to a person’s

job. They include the design of the individual’s job, working
conditions, and the physical work layout. Changes and lack of
control are two of the most stressful demands people face at
work. Change leads to uncertainty, a lack of predictability in a
person’s daily tasks and activities may be caused by job
insecurity related to different economic times. Technology and
technological innovation also create change and uncertainty for
many employees, requiring adjustments in training, education
skill development.

Lack of control is a second major source of stress, especially in

work environments that are difficult and psychologically
demanding. The lack of control may be caused by inability to
influence the timing of tasks and activities, to select tools or
methods for accomplishing the work, to make decisions that
influence work outcomes, or to exercise direct action to affect
the work outcomes.

• Role Demands: The social-psychological demands of the work

environment may be every bit as stressful as task demands at
work. Role demands relate to pressures placed on a person as a
function of the particular role he or she plays in the organization.
Role conflicts create expectations that may be hard to reconcile
or satisfy. Role conflict results from inconsistent or incompatible
expectations communicated to a person. The conflict may be an
inter-role, intra-role or personal-role conflict.

• inter-role conflict:-is caused by conflicting expectations

related to two separate roles, such as employee and parent.
 For example, the employee with a major sales presentation on
Monday and a sick child at home is likely to experience inter-
role conflict.

• intra-role conflict:- is caused by conflicting expectations

related to a single role, such as employee. For example, the
manager who presses for both very fast work and high-quality
work may be viewed at some point as creating a conflict for
employees.

• person-role conflict: Ethics violations are likely to cause

person-role conflict. Employees expected to behave in ways
that violate personal values, beliefs or principles experience
conflict.

The second major cause of role stress is role ambiguity. Role ambiguity
is created when role expectations are not clearly understood and the
employee is not sure what he or she is to do. Role ambiguity is the
confusion a person experiences related to the expectations of others.
Role ambiguity may be caused by not understanding what is expected,
not knowing how to do it, or not knowing the result of failure to do it.

3. Inter-personal Demand: are pressures created by other

employees. Lack of social support from colleagues and poor
interpersonal relationships can cause considerable stress, especially
among employees with a high social need. Abrasive personalities,
sexual harassment and the leadership style in the organization are
interpersonal demands for people at work.

a. The Abrasive Person: May be an able and talented employee,

but one who creates emotional waves that others at work must
accommodate.

b. Sexual Harassment: The vast majority sexual harassment is

directed at women in the workplace, creating a stressful working
environment for the person being harassed, as well as for others.

c. Leadership Style: Whether authoritarian or participative,

create stress for different personality types. Employees who feel
secure with firm, directive leadership may be anxious with an open,
participative style. Those comfortable with participative leadership
may feel restrained by a directive style.
4. Physical Demands: Non-work demands create stress for people,
which carry over into the work environment or vice versa. Workers
subject to family demands related to marriage, child rearing parental
care may create role conflicts or overloads that are difficult to manage.
In addition to family demands, people have personal demands related
to non work organizational commitments such as religious and public
service organizations. These demands become more or less stressful,
depending on their compatibility with the person’s work and family life
and their capacity to provide alternative satisfactions for the person.