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Self-Actualized Needs
Growth Needs
Esteem Needs
Social Needs
Security Needs
Deficiency Needs
Physiological
Needs
Physiological Need: This is to sustain the life itself and include the basic needs for food,
water, shelter and sex.
Security and Safety Need: These needs are for survival and include security, stability,
freedom from anxiety and structured and ordered environment.
Social Ned: It is the needs of belonging and acceptance and includes the needs for love,
friendship, affection and social interaction.
Esteem Needs: This is to attain recognition from others and it includes achievement,
prestige, status and power.
Self Actualization Need: This is the need to develop fully and to realize ones capacity and
potentialities to the fullest extent possible.
A person must acquire and fulfill the such level of needs before proceeding to the next level of
need.
2. How Behavioral Observation Scales (BOS) was developed and mention its
strengths and weaknesses.
Behavioral Observation Scales (BOS) is developed by the following steps.
step 1: Conduct a job analysis using the critical techniques.
Step 2: Cluster critical incidents into behavioral items.
Step 3: Cluster behavioral items into BOS criteria.
Step 4: Assess interjudge agreement.
Step 5: Assess content validity
Step 6: Instrument construction
Step 7: Elimination of infrequent items.
Step 8: Determine the reliability and weighting of each BOS criterion.
Strengths
1. They are developed from a systematic job analysis supplied by employees and vague and
irrelevant items to the job are minimized.
2. It can also serve as job description for potential job applicants.
3. Its contents are valid as the behaviors differentiation the successful and unsuccessful
performers are included on the instrument.
4. BOS can be scores as a total instrument as well as for each BOS criterion.
5. BOS can satisfy legal requirements in terms of validity and reliability.
Weaknesses
1. BOS is susceptible to rater biases.
2. BOS takes typically longer than other appraisal methods to fill out.
3. Scale length will be a problem if a manger has many subordinates to rate.
3. Describe functions of a manager.
- The managerial functions are: planning, organizing, directing and controlling.
Organizin
g
Directing
Planning
Controllin
g
Planning: - It is the
central function of management to determine an organizations direction and develop
process of making decision for future of the organization.
Organizing: Organization requires a formal structure of authority and flows of such
authority through subordinates, arrangements and coordination.
Directing: It is concerned with leadership communicating, motivating and supervising
employees to perform their tasks effectively and efficiently.
Controlling: Managers ensure that the events do not deviate from prearranged plans.
4. Who should carry out performance appraisal?
In the vast majority of organization, performance appraisals are conducted by the
immediate supervisor of the person being evaluated as he/she is often in the best
position to observe, analyze and interpret the employees performance frequently, be able
to link rewards to the performance of his subordinates.
- A group of panel of superiors may also conduct performance evaluation.
- They involved observing the performance of the employee during the evaluation period
and generate more reliable appraisal because of the variety of the opinions.
- Peer evaluation can be conducted by those who are from the same hierarchical level.
- It requires frequent opportunity to observe each other, high-level of trust and not direct
competition for the same raise or promotion.
- Subordinates also can be involved in the evaluation process. It is used for developmental
feedback.
- Self-evaluation is used for more developmental purpose. It can be particularly
helpful to think realistically about personal strengths and weaknesses.
5. Briefly discuss Fielders contingency theory.
- The theory was developed by Fred Fielder.
- It consists of (1) a method of classifying leaders ;(2) a framework for classifying leadership
situation (3) a model specifying types of leaders and situations.
- According to this theory, leaders can be classified either relationship- oriented or task
oriented.
- Managerial situations can be classified on a continuum raging from favourable to the
leader to unfavourable for the leader.
- Three factors determine, how favourable any managerial situation is for the leader.
- 1. Leader-member relations: if the relationships are good, the leader can count on the
followers and have high control on them.
2. Task structure: a high degree of task structure contribute to a favourable situation for
the leader.
3. Position power: the higher the position power, the greater the leaders control over
subordinates.
4. Diagnostic skills: It refers to a managers analytical ability where the manger can
logically and objectively investigate and analyze a problem to reach an optimal solution.
5. Communication skills: It is a basic and important skill for mangers at all levels to convey
the messages and information without distortion.
6. Political skills: It is the ability to get your share of power, authority and use it without
fear of losing it.