13/11/2018 Purva Infotech: MBAR-102(Organization Behaviour) JNU Jaipur

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Internal Assignment No. 1 MBA-102
Q. 1. Answer all the questions:
(i) “Management is a continuous process”. Elucidate the statement.
Answer- Management is q continues process not one time action. Managers identify problems and try to
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solve them by taking appropriate action on a regular basis. Thus, management is known as a continues
process.
A basic management function involving formulation of one or more detailed plans to achieve optimum
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balance of needs or demands with the available resources. > The planning process (1) identifies the
goals or objectives to be achieved, (2) formulates strategies to achieve them, (3) arranges or creates the Rajasthan Compititon Exam
on Friday
means required, and (4) implements, directs, and monitors all steps in their proper sequence.
(ii) Enumerate the steps of control process. राज थान म 1857 की ां ित
ANSWER- Control as a management function involves the following steps:
____________________________________
1. Establishing Standards:
Standards are criteria against which results are measured. They are norms to achieve the goals. Standards ________
are usually measured in terms of output. They can also be measured in non-monetary terms like loyalty, > 1857 िक ां ित के समय भारत का गवनर जनरल
customer attraction, goodwill etc. लाँ ड कैिनंग था
2. Measuring Performance > 1857 िक ां ित के समय ि िटन का धानमं ी पाँ म
Measurement involves comparison between what is accomplished and what was intended to be न था
accomplished. The measurement of actual performance must be in the units similar to those of > 1857 िक ां ित के समय क नी का अ रोग
predetermined criterion. The unit or the yardstick thus chosen be clear, well-defined and easily मेग था... See more
identified, and should be uniform and homogenous throughout the measurement process.
3. Comparing the Actual Performance with Expected Performance
This is the active principle of the process. The previous two, setting the goals and the Like Comment Share
measurement format are the preparatory parts of the process. It is the responsibility of the
management to compare the actual performance against the standards established.
4. Correcting Deviations: Purva InfoTech special for
The final element in the process is the taking corrective action. Measuring and comparing Rajasthan Compititon Exam
performance, detecting shortcomings, failures or deviations, from plans will be of no avail if it does
point to the needed corrective action.
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(iii) Distinguish between “Line” and Line and staff organization.
ANSWER- Line organization is the most oldest and simplest method of administrative
organization. According to this type of organization, the authority flows from top to bottom in
a concern. The line of command is carried out from top to bottom. This is the reason for
calling this organization as scalar organization which means scalar chain of command is a Search This Blog
part and parcel of this type of administrative organization. In this type of organization, the
line of command flows on an even basis without any gaps in communication and co-
ordination taking place. Search
Line and staff organization is a modification of line organization and it is more complex
than line organization. According to this administrative organization, specialized and
supportive activities are attached to the line of command by appointing staff supervisors and
staff specialists who are attached to the line authority. The power of command always ADVERTISEMENT
remains with the line executives and staff supervisors guide, advice and council the line
executives. Personal Secretary to the Managing Director is a staff official. LBS COLLEGE

(iv) Write a short note on: a) Locus of Control and b) Machiavellianism Home
(A)Locus of Control- Locus of Control as a principle was originated by Julian Rotter in 1954. It
considers the tendency of people to believe that control resides internally within them, or
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externally, with others or the situation.Note that, like other preferences, this is a spectrum.
Some people have a wholly internal or external locus of control, but many will have some
balance both views, perhaps varying with situation. For example some may be more internal at Mayank Joshi
home but more external at work. Follow 74
(B)Machiavellianism- In business, Machiavellian behavior describes someone who is willing to
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exploit the weaknesses of others to get ahead. He is highly competitive and expects others to
take advantage of him. He is ambitious and willing to take risks, especially if those risks are
likely to cost others instead of himself. He pretends to be more giving than he is and usually
only gives to charity if others see it or if it helps him get ahead. Machiavellian behavior is named
for Niccolo Machiavelli, the 16th century author of the book entitled "The Prince." Report Abuse

(v) Compare and contrast Maslow’s need hierarchy theory of motivation with herzberg’s two factor
theory of motivation. PurvaInfotech
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13/11/2018 Purva Infotech: MBAR-102(Organization Behaviour) JNU Jaipur
ANSWER- Maslow's hierarchy of needs is a description of the needs that motivate human
behavior. In 1943, Abraham Maslow proposed five different kinds of human needs, beginning with ► 2018 (45)
the most basic: survival. Physiological needs, such as food and shelter, are followed by needs
▼ 2017 (28)
related to safety. Next, there are needs of love and belonging. Fourth, humans have needs of
esteem, such as the need for being respected. The final need in the hierarchy is the need for self- ► December (2)
actualization (fulfilling one's potential). The hierarchy suggests that basic needs must be met prior
► November (9)
to less basic needs; for example, a starving person will seek food before self-actualization.
► October (2)
Based on Herzberg’s Motivation-Hygiene Model, an important development in the field of motivation was
the distinction between motivational factors and the mere maintenance (or hygienic) factors. ▼ September (2)
Herzberg’s research was conducted on about 200 engineers and accountants working in several firms in the MBAR-102(Organization
Pittsburgh area of USA. The maintenance factors are necessary only to maintain a reasonable level of Behaviour) JNU Jaipur
satisfaction among the employees. If these factors are absent, then most of the employees are dissatisfied.
But these factors themselves do not motivate the employees. For that purpose motivational factors only MBA-101 Behavior Organization
JNU jaipur
work.
► July (4)
► June (5)
Note: Answer any two questions. Each question carries 5 marks (Word limits 500)
Q. 2. “Management is the art of getting things done through other people.” Explain the importance of ► March (1)
management in the light of this statement. ► January (3)
ANSWER- Management is the process by which human efforts are coordinated and combined with other
resources to accomplished organizational goals and objectives. Mary Parker Folett defines
management as “the art of getting things done through people.”
Yes, of course it is the art of getting things done through people. A good management requires a good
manager in directing or leading his subordinates, as well as a good subordinate in doing things in a
right way in order to meet the goal and objectives of the organization. It is also said that
management requires an understanding of the economic principle of the division of labor, which
breaks down into subtasks, and the coordination of effort, which recognize the subtasks into an
efficient and effective whole. The managers do not do the work themselves. They get the work
done through the workers. The workers should not be treated like slaves. They should not be
trickled, threatened or forced to do the work. A favorable work environment should be created and
maintained.
Furthermore, it’s not really about time management because this focuses on the fact that we are spending
our time productively. It’s not about being productive; it’s about accomplishing the goals by our
staff (people) that we set out. So, it’s not about time management, it’s about goal management;
putting the goals in order, figuring out what are the requirements to accomplish those goals, and
then moving forward with those goals. Take the focus off managing your time and turn that focus
towards accomplishing those goals we set out for our organization.

Q. 3. What do you mean by learning? Discuss the elements which form the part of learning process.
ANSWER- Learning is a key process in human behaviour. All living is learning. If we compare the simple,
crude ways in which a child feels and behaves, with the complex modes of adult behaviour, his
skills, habits, thought, sentiments and the like- we will know what difference learning has made to
the individual.
1. Attention:
Attention is like a filter (not quite as this article shows, but this is a good enough metaphor) that limits the
amount of information that enters or remains in our memory (storage). It is the amount of time we
can concentrate on a task without becoming distracted. It has its own limitations, mainly its span.
2. Connections / associations / consolidation
This part of the memory formation in learning is widely discussed by many people – specialists and layman
‘practitioners’ alike, and various people may call it various ways: Deep Processing, chunking,
Creating a construct
In a nutshell, in order to learn more effectively, you need to organise information into meaningful groups:
chunks, concepts, whatever it is called. These pieces of organised and connected information can
vary in size and complexity. The more connections between the information we are trying to learn
and what we already know, the better.
3. Emotions
Emotions affect our cognitive processes, and learning in particular, in a variety of ways. The effects vary
depending on the type of emotions (positive vs negative vs stress) and the step in the learning
process (encoding/storage/retrieval). But overall, an emotional stimulus affects our ability to pay
attention, because it immediately becomes the focus of our attention, narrowing our ability to
see/hear/feel/process anything else.
4. Spaced repetition
In order to really move the newly acquired knowledge from short-term memory into the long-term storage,
we need to beat the forgetting curve pictured above.

Internal Assignment No. 2

Paper Title: Organization Behaviour
Q. 1. Answer all the questions:
(i) Define coordination
ANSWER- Co-ordination is the unification, integration, synchronization of the efforts of group
members so as to provide unity of action in the pursuit of common goals. It is a hidden force which
binds all the other functions of management. According to Mooney and Reelay, “Co-ordination is
orderly arrangement of group efforts to provide unity of action in the pursuit of common goals”.
According to Charles Worth, “Co-ordination is the integration of several parts into an orderly hole
to achieve the purpose of understanding”.

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Management seeks to achieve co-ordination through its basic functions of planning, organizing,
staffing, directing and controlling. That is why, co-ordination is not a separate function of
management because achieving of harmony between individuals efforts towards achievement of
group goals is a key to success of management. Co-ordination is the essence of management
and is implicit and inherent in all functions of management.

(ii) “Controlling is looking back.” Comment.

ANSWER- Controlling is looking back as it is like a post-mortem of past activities to find out
deviations from the standards established. In fact, the objective of controlling is to check the
factors responsible for poor performance in the past, so that such mistakes are not repeated
in future and the organisation can achieve its predetermined objectives.
(iii) “Human Behavior is generally caused and predictable.” Explain
ANSWER- This concept refers to the fact that human behaviour is not a spontaneous and unpredictable
process, rather it can be scientifically analysed and pre-empted because humans follow psychological
patterns, and most actions we take are the result of a cause-and-effect reaction.It could be argued that
everything we do, every action we take, has a biological or social stimulus - a cause for each action.In this
way, understanding the causes of actions we are likely to commit makes human behaviour somewhat
predictable.
(iv) Write a short note on application of perception in organization.
ANSWER- A perception is a belief held by a person, or many people, based upon how they see the world
around them. the process of selecting, organising and interpreting information in order to make sense of the
world around us the dynamic and complex way in which individuals select information from the
environment, interpret and translate it so that a meaning is assigned which will result in a pattern of
behaviour or thought Often the main aspects of perception in an organisation is how an individual views
others, as this can be a major point in how that person will behave within the business. It is also a aspect of
how an individual is motivated within an organisation. This is why in organisations there needs to be a way
of making sure employees fit before being hired and then when they are hired their first perceptions of
others need to be good.
(v) What do you mean by group cohesiveness?
ANSWER- Group cohesiveness is one of the characteristic features of the groups, which is very important
from behaviouristic point of view. Cohesiveness is the degree to which the group members are attracted to
each other and are motivated to stay in the groups. Cohesiveness defines the degree of closeness that the
members feel with the groups. It is understood as the extent of liking each member has towards others in the
group and how far everyone wants to remain as a member of the group.
“Cohesiveness refers to the extent of unity ‘in the group and is reflected in members’ conformity to the
norms of the group, feeling of attraction for each other and wanting to be co-members of the group.”
Attraction, cohesiveness and conformity are all intertwined. The more the members feel attracted to the
group, the greater will be the group cohesiveness. The greater the cohesiveness, the greater the influence of
the group members to persuade one another to conform to the group norms. The greater the conformity, the
greater the identity of the members to the group and the greater the group cohesiveness.
Note: Answer any two questions. Each question carries 5 marks (Word limits 500)
Q. 2. Discuss the 14 principles of management as given by Henry Fayol.
ANSWER- Fayol's principles are listed below:
Division of Work – When employees are specialized, output can increase because they become increasingly
skilled and efficient.
Authority – Managers must have the authority to give orders, but they must also keep in mind that with
authority comes responsibility.
Discipline – Discipline must be upheld in organizations, but methods for doing so can vary.
Unity of Command – Employees should have only one direct supervisor.
Unity of Direction – Teams with the same objective should be working under the direction of one manager,
using one plan. This will ensure that action is properly coordinated.
Subordination of Individual Interests to the General Interest – The interests of one employee should not be
allowed to become more important than those of the group. This includes managers.
Remuneration – Employee satisfaction depends on fair remuneration for everyone. This includes financial
and non-financial compensation.
Centralization – This principle refers to how close employees are to the decision-making process. It is
important to aim for an appropriate balance.
Scalar Chain – Employees should be aware of where they stand in the organization's hierarchy, or chain of
command.
Order – The workplace facilities must be clean, tidy and safe for employees. Everything should have its
place.
Equity – Managers should be fair to staff at all times, both maintaining discipline as necessary and acting
with kindness where appropriate.
Stability of Tenure of Personnel – Managers should strive to minimize employee turnover. Personnel
planning should be a priority.
Initiative – Employees should be given the necessary level of freedom to create and carry out plans.
Esprit de Corps – Organizations should strive to promote team spirit and unity.

Q. 3. Describe the ways in which people may overcome the negative consequences of stress.
ANSWER- For many people, possibly even you, esteemed reader, stress is a fact of life. Whether from
problems on the job, concerns about money, health or relationships, stress is all too common.
What you may not know is that chronic stress is at the root of numerous other health problems.
It is amazing to think about the physical impact stress has on you. When you feel stressed your body reacts
as if it were being physically threatened—your digestion shuts down, your heart rate increases, your
muscles tense. In addition, your cholesterol levels rise and your blood thickens preparing to clot (in case you
might be injured). Your cortisol levels skyrocket.
These responses are there to help you survive in the natural world. Ironically, stress in the modern world
contributes to most of our chronic degenerative diseases. These include some of the leading causes of death
in the modern world.

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On the U.S. Centers for Disease Control 2002 list of the 10 most frequent causes of death, 8 of them have a
very clear relationship with stress, either directly or indirectly.
Everything on this list except Alzheimer’s and kidney disease relate to stress one way or another. Looking at
this list, if someone says, “It’s just stress,” you can tell that they don’t realize stress, especially long-term
stress, is deadly. They might as well say, “It was only a truck that hit me.”
In addition, if stress goes on too long, brain chemistry imbalances take place. People experience lower
levels of both stimulating and calming neurotransmitters, as well as those related to pain relief.
What You Can Do
Fortunately, we now understand how to managing stress. The basics are simple.
1. Breathe: What could be simpler? Unfortunately, most people don’t know how to breathe well, or if they
do, they don’t remember to practice. Correct breathing triggers a relaxation response in the entire body,
freeing you from many of the negative effects of stress. Stress-relieving examples – yoga, qigong,
meditation.
2. Eat: If you think that food has no effect on stress, think again. The quantity, quality and ratios of proteins,
carbohydrates and fats in your diet have a huge impact on your body, either helping relieve or helping
aggravate stress. Stress-relieving examples – eating whole, fresh, natural foods, avoiding processed and
concentrated foods.
3. Move: Exercise is an incredibly effective stress-reducer. The exact best type of exercise will vary from
person to person. Stress-relieving examples – walking, sports, weight-lifting.

4. Think: How you think about the events in your life does truly have a profound effect on how your body
reacts to them. In this short description we don’t have room to discuss all the various ways you might
change this, so just become aware that if you think about things in a different way, your body will react
differently. Stress-relieving examples – listening to positive self-programming audio tapes, turning off the
news before sleeping, meditation.

By including these simple activities in your daily life you’ll overcome much of the worst effects of stress
and live a longer, happier life.

at September 20, 2017

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