MB0038 Management Process and Organizational Behavior SET I

1. Explain the four processes of Social Learning Theory. A: One of the most influential learning theories, the Social Learning Theory (SLT), was formulated by Albert Bandura. It encompasses concepts of traditional learning theory and the operant conditioning of B.F. Skinner. However, the theory strongly implies that there are types of learning wherein direct reinforcement is not the causal mechanism; rather, the so called social element can result to the development of new learning among individuals. Social Learning Theory has been useful in explaining how people can learn new things and develop new behaviors by observing other people. It is to assume, therefore, that Social Learning Theory is concerned on observational learning process among people. Basic Concepts Observational Learning: The Social Learning Theory says that people can learn by watching other people perform the behavior. Observational learning explains the nature of children to learn behaviors by watching the behavior of the people around them, and eventually, imitating them. With the Bobo Doll experiment(s) , Bandura included an adult who is tasked to act aggressively toward a Bobo Doll while the children observe him. Later, Bandura let the children play inside a room with the Bobo Doll. He affirmedthat these children imitated the aggressive behavior toward the doll, which they had observed earlier. After his studies, Bandura was able to determine 3 basic models of observational learning, which include: A Live Model, which includes an actual person performing behavior. A Verbal Instruction Model, which involves telling of details and descriptions of a behavior. A Symbolic Model, which includes either a real or fictional character demonstrating the behavior via movies, books, television, radio, online media and other media sources. The state of mind (mental states) is crucial to learning. In this concept, Bandura stated that not only external reinforcement or factors can affect learning and behavior. There is also what he called intrinsic reinforcement, which is in a form of internal reward or a better feeling after performing the behavior (e.g. sense of accomplishment, confidence, satisfaction, etc.) Learning does not mean that there will be a change in the behavior of an individual. Modeling Process The Modeling Process developed by Bandura helps us understand that not all observed behaviors could be learned effectively, nor learning can necessarily result to behavioral changes. The modeling process includes the following steps in order for us to determine whether social learning is successful or not:

Step 1: Attention Social Cognitive Theory implies that you must pay attention for you to learn. If you want to learn from the behavior of the model (the person that demonstrates the behavior), then you should eliminate anything that catches your attention other than him. Also, the more interesting the model is, the more likely you are to pay full attention to him and learn. Step 2: Retention Retention of the newly learned behavior is necessary. Without it, learning of the behavior would not be established, and you might need to get back to observing the model again since you were not able to store information about the behavior. Step 3: Reproduction When you are successful in paying attention and retaining relevant information, this step requires you to demonstrate the behavior. In this phase, practice of the behavior by repeatedly doing it is important for improvement. Step 4: Motivation Feeling motivated to repeat the behavior is what you need in order to keep on performing it. This is where reinforcement and punishment come in. You can be rewarded by demonstrating the behavior properly, and punished by displaying it inappropriately.

2. What are the Hindrances that we face in perception? A: Following are the barriers to perception: a) Selective perception - People selectively interpret what they see on thebasis of their interests, background, experience, knowledge, exposure,and attitudes. The tendency to see what we want to see using short cutscan makes us draw unwarranted conclusions from an ambiguous situation. b) Halo Effect This effect occurs when we draw a general impression on the basis of a single characteristic. But what this experiment demonstrates is that although we can understand the halo effect intellectually, we often have no idea when it is actually happening. This is what makes it such a useful effect for marketers and politicians. We quite naturally make thekinds of adjustments demonstrated in this experiment without evenrealising it. And then, even when it's pointed out to us, we may well still deny it. c) Contrast Effect Individuals do not evaluate a person in isolation. Theirreaction to one person is influenced by other people they have encountered recently. d) Projection This tendency to attribute one`s own characteristics to other people is called projection. This too can distort perceptions made aboutothers. When managers engage in projection, they compromise theirability to respond to individual differences. They tend to see people as more homogeneous than they really are. e) Stereotyping Judging someone on the basis of our perception of the group to

which he or she belongs. Stereotypes are generalizations about a group of people whereby we attribute a defined set of characteristics to this group. These classifications can be positive or negative, such as when various nationalities are stereotyped as friendly or unfriendly. It is easierto create stereotypes when there is a clearly visible and consistentattribute that can easily be recognized. This is why people of color, police and women are so easily stereotyped. People from stereotyped groups can find this very disturbing as they experience an apprehension (stereotype threat) of being treated unfairly) FirstImpression Error is the tendency to form lasting opinions about an individual based on initial perceptions. We tend to remember what we perceive first about a person and sometimes we are quite reluctant to change our initial impressions.

3. Describes the bases of power. A: What is Power Power is a capacity or potential that a person A has to influence the behavior of another person B that B does things he or she would not otherwise do. It is a function of dependence, the greater Bs dependence on A, the greater is As power in the relationship. For A to get B to do something he or she otherwise would not do means that B must have the discretion to make choices. The use of power and politics is a fact of life in organization. If someone wants to get things done, must have power. Organization made up of individuals and groups who seek to gain power in order to favorably influence the allocation of organizational resources. Contrasting Leadership and Power Leadership and Power as two concepts are closely intertwined. Leaders use power as a means of attaining group goals, and power is a means of facilitating their achievements. One different relates to goal compatibility; power does not required goal compatibility, only dependence. Leadership requires some congruence between the goal of the leader and the led. Another difference is the direction of influence. Leadership focuses on downwards influence on ones subordinates, while power does not. Power can be used laterally, upwardly, and by groups as well as individuals. Bases of Power Bases of power looks at: where does power come from? French and Raven propose a classification that has been further refined by Robbins by separating the bases and sources so as to develop clearly and more independent categories. Bases of power refer to what power-holders control that allow them to manipulate the behavior of others. These are; Coercive power-power that is based on fear, Reward power-power based on different distribution of rewards that others view as valuable. Legitimate power- the power a person receive as a result of his or her position in the formal hierarchy of an organization, (for a humorous example,) Expert power- influence wielded as a result of expertise, special like skill, or knowledge,

Refer power-identification with a person who has desirable resources or personal traits, the power of being likable. . A: 4) Per Sheldon`s theory of personality, below are the traits that Ms. Chanchalcan derive: Mr. Ravi represents Mesomorph body type. He is well-proportioned. Psychologically he is Adventurous, Courageous, Indifferent to what others think or want, Assertive/bold, Zest for physical activity, Competitive, with a desire for power/dominance, And a love of risk/chance Mr. Gineesh represents Ectomorph body type. Psychologically he is Selfconscious, Private, Introverted, Inhibited, Socially anxious, Artistic, Intense Emotionally restrained, Thoughtful Mr. Ramgopal represents Endomorph body type. Psychologically he is Sociable, Funloving, Love of food, Tolerant, Even-tempered, Good-humored, Relaxed, With a love of comfort, And has a need for affection. 5. Consequences of conflict in organizations A: Organizational Conflict can have both positive and negative consequences. Negative consequences: Increased costs (time, money) devoted to dealing withthe conflict, wasted resources and energy spent dealing with the conflict,Decreased productivity, Lowered motivation, Decreased morale, Poor decision-making, Withdrawal and miscommunication or non-communication, Complaints and blaming, Backstabbing and gossip, Attitudes of distrust and hostility (that may influence all future interactions, (Permanent) erosion to personal, work, and community relationships, Harm to others not directly involved in the conflict,Damaged emotional and psychological wellbeing of those involved in theconflict, Dissatisfaction and stress.Positive consequences: Leads to new ideas, Stimulates creativity, Motivateschan ge, Promotes organizational vitality, Helps individuals and groups toestablish identities, Serves as a safety valve to indicate problems, Buildscooperation, Helps individuals to d evelop skills on how to manage conflicts, Improving quality decisions. 6. Sensitivity Traning Sensitivity training is a psychological technique in which intensive group discussion and interaction are used to increase individual awareness of self andothers; it is practiced in a variety of forms under such names as T-group, encounter group, human relations, and group-dynamics training. Thegroup is usually small and unstructured and chooses its own goals. A trained leader is generally present to help maintain a psychologically safe atmosphere in which participants feel free to express themselves and experiment with new ways of dealing with others. The leader remains as much as possible outside the discussion. Issues are raised by the group members, and their interactions evokea wide variety of feelings. The leader encourages participants to examineverbally their own and others reactions. It is believed that as mutual trust is developed, interpersonal communication increases, and eventually attitudes will change and be carried over into relations outside the group. Often, however, these changes do not endure. Sensitivity training seems to be most effective if sessions are concentrated and uninterrupted, as in several days of continuous meetings. Sensitivity-training methods derived in large part from those of group psychotherapy. They have been applied to a

wide range of social problems (as in business and industry) in an effort to enhance trust and communication among individuals and groups throughout an organization. SET II
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Characteristic of Management:

A central organ or agency is required to co-ordinate the activities and efforts of the variousindividual working together in an organisation so that they can work collectively as a teamsuch an organ is called management. The term management conveys different meaningdepending upon the contest in which it is used.Management is applicable everywhere and has become the key to success in the modernorganisation. Every organisation requires making of decision, coordination of act ivities,handling of people and control of operation directed towards its objectives, managementhelps organisation in that activities. The main characteristics of management are as follows:I Management is an activity: Management is an activity which is concerned with the efficient utilization of human and non-human resources of production. II. Invisible Force. Management is an invisible force. Its existence can be felt through the enterprise or institution it is managing. III. Goal Oriented: Management is goal oriented as it aims to achieve some definite goals and objectives. According to the Haimann, "Effective management is always management by objectives". Managers and other personnel officers apply their knowledge, experience and skills to achieve the desired objectives. IV. Accomplishment through the efforts of Others: Managers cannot do everything themselves. They must have the necessary ability and skills to get work accomplished through the efforts of others. V. Universal activity: Management is universal. Management is required in all types or organizations. Wherever there are some activities, there is management. The basic principles of management are universal and can be applied anywhere and in every field, such as business, social, religious, cultural, sports, administration, educational, politics or military. VI. Art as well as Science: Management is both an art and a science. It is a science as it has an organized body of knowledge which contains certain universal truths and an art as managing requires certain skills which apply more or less in every situation. VII. Multidisciplinary Knowledge: Though management is a distinct discipline, it contains principles drawn from many social sciences like psychology, sociology etc .VIII. Management is distinct from ownership: In modern times, there is a divorce of management from ownership. Today, big corporations are owned by a vast number of shareholders while their management is in the hands of paid qualified, competent

and experienced managerial personnel. IX. Need at all levels: According to the nature of task and scope of authority, management is needed at all levels of the organization, i.e., top level, middle and lower level. X. Integrated process: Management is an integrated process. It integrates the men, machine and material to carry out the operations of the enterprise efficiently and successfully. This integrating process is result oriented.

Q:2 Below are the suggestions for creating an environment with increased job satisfaction from an HR perspective: A: Provide workers with responsibility-and then let them use it Show respect Provide a positive working environment Reward and recognition Involve and increase employee engagement Develop the skills and potential of your workforce Evaluate and measure job satisfaction. Q.3: Explain emotional intelligence. Explain Golemans model of emotional intelligence. A: Emotional intelligence (EI) refers to the ability to perceive, control and evaluate emotions. Some researchers suggest that emotional intelligence can be learned and strengthened, while others claim it is an inborn characteristic. Since1990, Peter Salovey and John D. Mayer have been the leading researchers on emotional intelligence. In their influential article "Emotional Intelligence," they defined emotional intelligence as, "the subset of social intelligence that involves the ability to monitor one's own and others' feelings and emotions, to discriminate among them and to use this information to guide one's thinking and actions" (1990).Goleman identified the five 'domains' of EQ as: Knowing your emotions. Managing your own emotions. Motivating yourself Recognizing and understanding other peoples emotions. Managing relationships, i.e. Managing the emotions of others. Emotional Intelligence embraces and draws from numerous other branches of behavioral, emotional and communications theories, such as NLP (Neuro-Linguistic Programming), Transactional Analysis, and empathy. By developing our Emotional Intelligence in these areas and the five EQ domains we can become more productive and successful at what we do, and help others to be more productive and successful too. The process and outcomes of Emotional Intelligence development also contain many elements known to reduce stress for individuals and organizations, by decreasing conflict, improving relationships and understanding, and increasing stability, continuity and harmony. Q.4: Explain the different leadership styles as per Managerial-Leadership Grid Theory. A; The Managerial Grid is based on two behavioral dimensions:

Concern for People This is the degree to which a leader considers the needs of team members, their interests, and areas of personal development when deciding how best to accomplish a task. Concern for Production This is the degree to which a leader emphasizes concrete objectives, organizational efficiency and high productivity when deciding how best to accomplish a task
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Country Club Leadership High People/Low Production This style of leader is most concerned about the needs and feelings of members of his/her team. These people operate under the assumption that as long as team members are happy and secure then they will work hard. What tends to result is a work environment that is very relaxed and fun but where production suffers due to lack of direction and control. II. Produce or Perish Leadership High Production/Low People also known as Authoritarian or Compliance Leaders, people in this category believe that employees are simply a means to an end. Employee needs are always secondary to the need for efficient and productive workplaces. This type of leader is very autocratic, has strict work rules, policies, and procedures, and views punishment as the most effective means to motivate employees. III. Impoverished Leadership Low Production/Low People This leader is mostly ineffective. He/she has neither a high regard for creating systems for getting the job done, nor for creating a work environment that is satisfying and motivating. The result is a place of disorganization, dissatisfaction and disharmony. IV. Middle-of-the-Road Leadership Medium Production/Medium People This style seems to be a balance of the two competing concerns. It may at first appear to be an ideal compromise. Therein lies the problem, though: When you compromise, you necessarily give away a bit of each concern so that neither production nor people needs are fully met. Leaders who use this style settle for average performance and often believe that this is the most anyone can expect V. Team Leadership High Production/High People According to the Blake Mouton model, this is the pinnacle of managerial style. These leaders stress production needs and the needs of the people equally highly. The premise here is that employees are involved in understanding organizational purpose and determining production needs. When employees are committed to, and have a stake in the organizations success, their needs and production needs coincide. This creates a team environment based on trust and respect, which leads to high satisfaction and motivation and, as a result, high production. Q5: Distinguish between internal and external forces of change. A: Internal Forces: Poor financial performance Employee dissatisfaction Inefficiency of existing business processes and systems Need to increase profitability Existence of cultural misfits to organization goals and objectives External Forces: Changes in technology Political factors General macro-economic environment Changes in consumer tastes, preferences, purchasing patterns & frequencies Declining market shares due to competition Q6. What are the 14 principles of management of Henri Fayol? Ans: Following are the 14 principles of management of Henri Fayol:DIVISION OF

WORK: Work should be divided among individuals and groups to ensure that effort and attention are focused on special portions of the task. Fayol presented work specialization as the best way to use the human resources of the organization.
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AUTHORITY: The concepts of Authority and responsibility are closely related. Authority was defined by Fayol as the right to give orders and the power to exact obedience. Responsibility involves being accountable, and is therefore naturally associated with authority. Whoever assumes authority also assumes responsibility. DISCIPLINE: A successful organization requires the common effort of workers. Penalties should be applied judiciously to encourage this common effort. UNITY OF COMMAND: Workers should receive orders from only one manager. UNITY OF DIRECTION: The entire organization should be moving towards a common objective in a common direction. SUBORDINATION OF INDIVIDUAL INTERESTS TO THE GENERALINTERESTS: The interests of one person should not take priority over the interests of the organization as a whole. REMUNERATION: Many variables, such as cost of living, supply of qualified personnel, general business conditions, and success of the business, should be considered in determining a workers rate of pay. CENTRALIZATION: Fayol defined centralization as lowering the importance of the subordinate role. Decentralization is increasing the importance. The degree to which centralization or decentralization should be adopted depends on the specific organization in which the manager is working. SCALAR CHAIN: Managers in hierarchies are part of a chain like authority scale. Each manager, from the first line supervisor to the president, possess certain amounts of authority. The President possesses the most authority; the first line supervisor the least. Lower level managers should always keep upper level managers informed of their work activities. The existence of a scalar chain and adherence to it are necessary if the organization is to be successful. ORDER: For the sake of efficiency and coordination, all materials and people related to a specific kind of work should be treated as equally as possible. EQUITY: All employees should be treated as equally as possible. STABILITY OF TENURE OF PERSONNEL: Retaining productive employees should always be a high priority of management. Recruitment and Selection Costs, as well as increased product-reject rates are usually associated with hiring new workers. INITIATIVE: Management should take steps to encourage worker initiative, which is defined as new or additional work activity undertaken through self direction.

ESPIRIT DE CORPS: Management should encourage harmony and general good feelings among employee