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MB0022
Management Process
&
Organizational Behaviour
Submitted by:
Sreeja .T
Later In 1937 social scientists Luther Gulik and L Urwick described seven “major
actives and duties of any chief executive. Since then the acronym POSDCORB is
used to describe the 7 functions of managers: planning, organizing, staffing,
directing or leading, coordinating, reporting and budgeting.
Budgeting
Reporting Planning
Creative
Coordinati Problem
Organizing
ng Solving
Controlling Staffing
Directing /
Leading
Planning is the ongoing process of developing the business' mission and objectives
and determining how they will be accomplished. Planning includes both the broadest
view of the organization. Planning should be performed by managers at all levels—
top, middle and supervisory. In this step we have to map out exactly how to achieve
a particular goal. Say, for example, that the organization's goal is to improve
company sales. The manager first needs to decide which steps are necessary to
accomplish that goal. These steps may include increasing advertising, inventory, and
sales staff etc. When the plan is in place, the manager can follow it to accomplish the
goal of improving company sales.
Staffing is filling and keeping filled with qualified people all positions in the business.
Staffing success depends heavily on the planning and organizing functions of
management. A manager in a large organization often works with the company's
human resources department to accomplish this goal. After plans have been made
and the organization has been established and staffed, the next step is to move
towards its defined objectives.
Coordinating is the all-important duty of interrelating the various parts of the work.
Budgeting, with all that goes with budgeting in the form of fiscal planning,
accounting and control
All managers at all levels of every organization perform these functions, but the
amount of time a manager spends on each one depends on both the level of
management and the specific organization. Each of these functions involves creative
problem solving, choice making or decision making. It extends from analysis of the
environment within which the business is functioning to evaluation of the outcomes
from the alternative implemented.
Not everyone can be a manager. A manager's job is varied and complex .Certain
skills to perform the duties and activities associated with being a manager. What
type of skills does a manager need? Research by Robert L. Katz found that managers
needed three essential skills essential skills.
Technical skill is the ability to process the technical side of a job or part of your
work. It includes knowledge of and proficiency in a certain specialized field, such as
engineering, computers, financial and managerial accounting, or manufacturing.
Proficiency in the technical knowledge of your job and company is critical if your job
requires you to be more "hands on" with your work. Many managers find themselves
less educated on the technical side of the job than the rest of their employees and
upon losing their managerial position they are forced to come to the reality that
there are far more people educated in technical work than they are and slowly fall
down the ladder. In order to not let this happen, Managers must stay up to date with
the technical aspects of your job in order to assure your bosses and your company
that you are the right person for the position. These skills are more important at
lower levels of management since these managers are dealing directly with
employees doing the organization's work.
Human: This skill demonstrates the ability to work well with other people both
individually and in a group. This is a skill that 99% of all companies look for in a
manager because if you do not possess the ability to correspond with other
employees then you will not work out in a manager position .Human skills emerge in
the workplace as a spirit of trust, enthusiasm, and genuine involvement in
interpersonal relationships. A manager with good human skills has a high degree of
self-awareness and a capacity to understand or empathize with the feelings of
others. Some managers are naturally born with great human skills, while others
improve their skills through classes or experience. No matter how human skills are
acquired, they're critical for all managers because of the highly interpersonal nature
of managerial work. Learning how to effectively communicate with people is a key
principle of management that you will need in order to be successful in your position.
These skills are equally important at all levels of management
Managers also have duties no matter what their skill level is. While successful
managers must possess a high level of expertise in technical, human, and conceptual
skills, it is also true that each skill will vary in importance according to the level at
which the manager is located in the organization. Generally, technical skills become
least important at the top level of the management hierarchy, replaced with a
greater emphasis on conceptual skills. Technical skills are most pronounced at lower
levels of management because first-line managers are closer to the production
process, where technical expertise is in greatest demand. Human skills are equally
necessary at each level of the management hierarchy. Human skills can be
developed through an understanding of human and group behavior. Conceptual skills
are critical for top managers because the plans, policies, and decisions developed at
this level require the ability to understand how a change in one activity will affect
changes in other activities and can be developed through knowledge of the various
factors that influence organizational activities.
Negotiation
Negotiation is something that we do all the time and is not only used for business
purposes. For example, we use it in our social lives perhaps for deciding a time to
meet, or where to go on a rainy day. Negotiation is usually considered as a
compromise to settle an argument or issue to benefit ourselves as much as possible.
Why Negotiate?
Should you feel your negotiation is much more 'friendly' with both parties aiming to
reach agreement, it is known as 'Integrative negotiation'. This way usually brings an
outcome where you will benefit highly. Negotiation, in a business context, can be
used for selling, purchasing, staff (e.g. contracts), borrowing (e.g. loans) and
transactions, along with anything else that you feel are applicable for your business.
Distributive bargaining
When engaged in distributive bargaining, one’s tactics focus on trying to get one’s
opponent to agree to one’s specific target point or to get as close to it as possible.
“Hard” distributive negotiation takes place when each party holds out to get its own
way. The hard approach may lead to a win–lose outcome in which one party
dominates and gains. “Soft” distributive negotiation, takes place when one party is
willing to make concessions to the other to get things over with. A soft approach
leads to accommodation in which one party gives in to the other, or to compromise
in which each party gives up something of value in order to reach agreement.
Integrative bargaining
Parties who are open with information and candid about their concerns
Negotiation Process
• When initial positions have been exchanged, the origin demands of both the
party’s need to be explained and justified. Proper documentation is required
at this stage to support each of the party’s position.
• The essence of the negotiation process is the actual give and take in trying to
hash out an agreement. Concessions will undoubtedly need to be made by
both parties.
• This is the final step, where the agreement is formalized and procedures to
implement the agreement will be developed.
3. Explain Classical Conditioning Theory?
In today’s competitive and dynamic marketing world, where companies are thriving
hard to attract maximum number of consumers, it has become very hard to survive
for smaller companies, even huge ones, without innovation and new developments.
If we see our daily lives, advertisements rule our life from every aspect. They dictate
the brand of tea we drink in the morning and the laxatives we take before going to
bed. Free choice has almost become a relic of past. Under such circumstances,
classical conditioning has now become a major focus of marketing, by large number
of companies and brands
Classical conditioning is one of the simplest forms of learning and the first type of
learning to be discovered and considered within the behaviorist tradition. Classical
conditioning starts with a general response, an inborn, spontaneous behavior. Under
the phenomena of classical conditioning, an individual learns to correlate one
incentive or item with another. The individual learns that the first item is an
indication for the second one, realizing the interconnection between both the items.
The connecting item can be a visible or even audible one.
There are four major factors that affect the strength of a classically conditioned
response and the length of time required for conditioning:
always followed by food will elicit more salivation than one that is followed
by food only at times.
iv) The temporal relationship between the conditioned stimulus and the
unconditioned stimulus. Conditioning takes place faster if the conditioned
stimulus occurs shortly before the unconditioned stimulus. It takes place
more slowly or not at all when the two stimuli occur at the same time.
Conditioning rarely takes place when the conditioned stimulus follows the
unconditioned stimulus.
Limitations
i) Human beings are more complex than dogs but less amenable to Simple
cause-and-effect conditioning.
ii) The behavioral environment in organizations is also complex.
iii) The human decision making process, being complex in nature, makes it
possible to override simple conditioning.
In a society the value of things is considered according to the attitude of the society
towards a specific thing. When the attitude and desire of the people increases
automatically the value increases. It is concluded that the value is directly related to
the cultural status of the society.
Culture is a complex set of beliefs, values and techniques for dealing with the
environment, which are shared among contemporaries and transmitted from one
generation to the next. Culture requires both conformity and acceptance from its
members. The personality of an individual to a marked extent is determined by the
culture in which he is brought up.
Values
Values build the foundation for the understanding of attitudes and motivation of
an individual, since; value has a great impact on perceptions. Values shape
relationships, behaviors, and choices. The more positive our values, more
positive are people’s actions. A significant portion of the values an individual
holds is established in the early years from parents, teachers, friends, and others
A value system is a set of consistent ethic values (more specifically the personal
and cultural values) and measures used for the purpose of ethical or ideological
integrity. A well defined value system is a code. One or more people can hold a
value system. Likewise, a value system can apply to either one person or many.
Locus of Control
Some people believe they are masters of their own fate. Other people see
themselves as pawns of fate, believing that what happens to them in their lives is
due to luck or chance. An individual's generalized belief about internal (self) versus
external (situation or others) control is called locus of control.
a. Internals: Those who believe they control their destinies have been labeled
internals. Internals (those with an internal locus of control) have been found to have
higher job satisfaction, to be more likely to assume managerial positions, and to
prefer participative management styles. In addition, internals have been shown to
display higher work motivation, hold stronger beliefs that effort leads to
performance, receive higher salaries and display less anxiety than externals (those
with an external locus of control).
b. Externals: Externals are those individuals who believe that what happens to
them are controlled by outside forces such as luck or chance. Externals prefer a
more structured work setting and they may be more reluctant to participate in
decision-making. They are more compliant and willing to follow directions.
Machiavellianism
Machiavellianism is the term that some social and personality psychologists use to
describe a person's tendency to deceive and manipulate others for personal gain.
The concept is named after Renaissance diplomat and writer Niccolò Machiavelli, who
wrote Il Principe (The Prince). In the 1960s Richard Christie and Florence L. Geis
developed a test for measuring a person's level of Machiavellianism. This eventually
became the MACH-IV test, a twenty-statement personality survey that is now the
standard self-assessment tool of Machiavellianism. People scoring above 60 out of
100 on the MACH-IV are considered high Machs; People scoring below 60 out of 100
on the MACH-IV are considered low Machs;
Low Machs tend to take a more personal, empathic approach in their interaction with
other people. They tend to be more trusting of others and more honest. They believe
humans are essentially good natured. At the extreme, low Machs tend to be passive,
submissive, highly agreeable, dependent and socially inept; in contrast with those
who are more Machiavellian, they also tend to believe that everyone has a good and
bad side.