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Management Process and Organization Behaviour
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Management Process and Organization Behaviour 4 Credits
(Book ID: B
Assignment et
A .
Management is a global need. It is essential to very individual, a family,
educational institution etc. Management is a distinct activity having the
following salient features or characteristics:
[ Jyotsna Taneja
MBA
st emester
Management Process and Organization Behaviour
Ñm ÿ
Management is a process of organized
activities. Groups of people cannot be involved in the performance of
activities without organized activities. Management comes into
existence where a group of people are involved in achieving a common
objective. The organized activities may take a variety of forms ranging
from a tightly structured organization to a loosely knit organization.
Ú Jyotsna Taneja
MBA
st emester
Management Process and Organization Behaviour
J Jyotsna Taneja
MBA
st emester
Management Process and Organization Behaviour
x Jyotsna Taneja
MBA
st emester
Management Process and Organization Behaviour
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A Jyotsna Taneja
MBA
st emester
Management Process and Organization Behaviour
X Jyotsna Taneja
MBA
st emester
Management Process and Organization Behaviour
In
4
s, heldon proposed a theory about how there are certain
body types (͞somatotypes͟ that are associated with certain
personality characteristics. William heldon (
was an
American psychologist who devoted his life to observing the variety
of human bodies and temperaments. He claimed there are three
such omatotype: Endomorphy, Mesomorphy and Ectomorphy.
.m Endomorphy : 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.
.m Ectomorphy ʹ Focused on the nervous system and the brain (ectoderm
the tendency towards slightness, corresponds to Cerebrotonia
temperament artistic, sensitive, apprehensive, introvert.
Jyotsna Taneja
MBA
st emester
Management Process and Organization Behaviour
A.4 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.
a Jyotsna Taneja
MBA
st emester
Management Process and Organization Behaviour
xm *
This tendency to attribute one͛s own characteristics to other people
which are 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.
Am &
tereotyping ʹjudging someone on the basis of our perception of the
group to which he or she belongs. Generalization is not without
advantages (Hilton &Hippel,
. It is a means of simplifying a complex
world, and it permits us to maintain consistency. The problem, of course,
is when we inaccurately stereotypes based on gender, age, race,
ethnicity and even weight. From a pe rpetual standout point, if people
expect to see these stereotypes, that is what they will perceive, whether
or not they are accurate.
§ Jyotsna Taneja
MBA
st emester
Management Process and Organization Behaviour
A.5 Being Mr. Chandan following are the suggestion that i will give to Mr. Batra
to implement to have better environment of job satisfaction for the workers.
.m & "!: 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.
.m
# ": 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.
imilarly, employees seek fair promotion policies and practices.
Promotions provide opportunities for personal growth, more
responsibilities and increased social status. Individual s who perceive that
promotion decisions are made in a fair and just manner are likely to
experience job satisfaction.
[+ Jyotsna Taneja
MBA
st emester
Management Process and Organization Behaviour
4.m
$ "! : 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.m
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Employees have need for social interaction.
Therefore, having friendly and supportive co workers and understanding
supervisor͛s 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 employees͛ opinions and
show a personal interest in them.
.m #" Whistle blowers are employees who inform authorities
of wrong doings of their companies or co workers. Whistle blowing is
important because committed organisational members sometime
engage in unethical behaviour in an intense desire to succeed.
Organisations can manage whistle blowing by communicating the
conditions that are appropriate for the disclosure of wrong doing.
Clearly delineating wrongful behaviour and the appropriate ways to
respond are important organizational actions.
[[ Jyotsna Taneja
MBA
st emester
Management Process and Organization Behaviour
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A. According to Maslow͛s Need Hierarchy theory,, human beings have wants
and desires which influences their behaviour, only unsatisfied needs can
influence behaviour, satisfied needs cannot. The needs are arranged in order
of importance, from the basic to the 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.
.m & Includes hunger, thirst, shelter, sex, and other bodily
needs.
.m & Includes security and protection from physical and emotional
harm.
.m Includes affection, belongingness, acceptance and friendship.
4.m Includes internal esteem factors, such as , selfrespect,
autonomy and achievement and external esteem factors, such as ,
status, recognition and attention.
5.m
% The drive to become what one is capable of
becoming; includes growth, achieving one͛s potential, and self
fulfilment.
[Ú Jyotsna Taneja
MBA
st emester
Management Process and Organization Behaviour
& -. & ! "
.m The first points take 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. They get to enjoy
general esteem from others.
.m 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
selfactualization needs are also satisfied.
.m The third point takes care of the safety and social needs. The employee͛s
emotional needs are taken care of when they are praised for their good
performance. Their selfrespect is also satisfied. They get status,
recognition and attention. Their esteem nee ds are also satisfied.
The policy creates an employer employee friendly relationship and makes the
bond stringer between them. And the work performance of the employees
also increases.
[J Jyotsna Taneja
MBA
st emester
Management Process and Organization Behaviour
[
MB
Management Process and Organization Behaviour 4 Credits
(Book ID: B
Assignment et
A.
Emotional Intelligence is a relatively recent behavioural model, rising to
prominence with Daniel Goleman͛s
5 Book called ͚Emotional Intelligence͛.
Emotional Intelligence is increasingly relevant to organizational development
and developing people, because the EI principles provide a new way to
understand and assess people͛s behaviours, management styles, attitudes,
interpersonal skills and potential.
Daniel Goleman and the Hay Group have identified a set of competencies that
differentiate individuals with Emotional Intelligence. The Competencies fall
into four clusters:
.m
": Capacity for understanding one͛s emotions, one͛s
strengths, and one͛s weaknesses.
.m : Capacity for effectively managing one͛s motives and
regulating one͛s behaviour.
.m
": Capacity for understanding what others are saying
and feeling and why they feel and act as they do.
4.m : 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 emotional intelligence is the
one proposed by Goleman (
5. He lived emotional intelligence as a total of
personal and social competences. Personal competence determines how we
[x Jyotsna Taneja
MBA
st emester
Management Process and Organization Behaviour
EMOTIONAL INTELLIGENCE
MOTIVATION
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A. The Five tage Model is one of the most important models in group
developments.
The Five tage Model of group development was proposed by Bruce Tuckman
in
5 (initially it was a four stage but later he added a fifth stage, Adjourning,
in the
.
.m ÿ: 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 behavioural
standards expected for group membership and recognition for doing the
work as per the group members.
[A Jyotsna Taneja
MBA
st emester
Management Process and Organization Behaviour
.m ÿ: From 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.m ÿ 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 is fully functional and accepted at this stage.
Group energy makes a transaction from member͛s focus on getting to
know and understand each other to performing.
[X Jyotsna Taneja
MBA
st emester
Management Process and Organization Behaviour
.m
: The growth of highly specialized,
creative, welleducated 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 responsibilit y and authority
relationships between the two.
.m ÿ
ÿ: From one perspective,
the conflict between the organization and the individual centres around
the individual͛s failure to fulfil the organization͛s expectations regardin g
productivity or compliance with rules. From another, the conflict is often
seen as resulting from excessive organizational demands. uch conflict
may be over or hidden from view, depending on the perception each
side has of the power of the other.
[ Jyotsna Taneja
MBA
st emester
Management Process and Organization Behaviour
.m
: Task demands are factors related to a person͛s job.
They include the design of the individual͛s job, working conditio ns, and
the physical work layout. Changes and lack of control are two of the
most stressful demands people face at work. Changes leads to
uncertainty, a lack of predictability in a person͛s daily tasks and activities
and may be caused by job insecurity rel ated to difficult economic times.
[a Jyotsna Taneja
MBA
st emester
Management Process and Organization Behaviour
4.m
Nonwork demands create stress for people,
which carry over into the work environment or vice versa. Workers
subject to family demands, people have personal demands related to
nonwork organizational commitments such as religious and public
service organizations. These demands become more or less stressful,
depending on their compatibility with the person͛s work and family life
and their capacity to provide alternative satisfactions for the person.
[§ Jyotsna Taneja
MBA
st emester
Management Process and Organization Behaviour
"
" # " #
& " &
Reward power depends on the ability of the power wielder to confer valued
material rewards; it refers to the degree to which the individual can give others
a reward of some kind such as benefits, time off, desired gifts, promotions or
increases in pay or responsibility. This power is obvious but also ineffective if
abused. People who abuse reward power can become pushy or became
reprimanded for being too forthcoming or 'moving things too quickly'.
Ú+ Jyotsna Taneja
MBA
st emester
Management Process and Organization Behaviour
P.T.O
Ú[ Jyotsna Taneja
MBA
st emester
Management Process and Organization Behaviour
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X In the case of ͞Window to Truth͟ is a famous and old magazine. The top
management decides to start the eedition of the magazine.
They also decide the redefine the policies and culture of ͞Window of Truth͟
Ê
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ÿ Technological changes are responsible for changing the nature
of the job performed at all levels in an organi zation. When there is a change in
technology in the organization͛s environment and other organizations adopt
the new technology, the organization under focus becomes less cost effective
and its competitive position weakens.
ÚÚ Jyotsna Taneja
MBA
st emester
Management Process and Organization Behaviour
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ÚJ Jyotsna Taneja
MBA
st emester