SlKKlH HAtlPAl utlvFRSlTY

Master of Business Administration - MBA

Semester 1

MB0038 Management Process and Organization Behavior - 4 Credits

Book ID: B1127)


Assignment Set- 1 Marks)

Learning Centre:IISFT Gandhidham

Learning Centre Code:

Submitted by: Bharat .Ram. Nair

RoII. No:

Date:










Note: Each question carries 1 Marks. Answer aII the questions.

Q.1 rite a note on the functions of management.
A.1 Management itself is an art of getting things done through people. Management
functions comprise primary functions of manager's, which must be performed for
success of organization. These functions are common in all fields. These functions are
referred as the management process.

A) PLANNING: Planning is the first and base component of management. t nvolves
recognizing the organization goals and to develop strategy to achieve the set goals. This
is called strategic planning; every organization has to plan for change to achieve set
goals. Effective planning is essential to adapt change by identifying opportunities and
avoiding problems in future. Planning is a constant process and it's compulsory for
different types of functions of an organization.

B) ORGANIZING: Organization is group of people with ideas and resources, working to
achieve common goals. So, organizing means to make best use of available
organization resources in a organized manner to achieve common goals by the group of
people of the organization. Organizing can be termed as important responsibility of the
managers unless a manager manages in a organized manner, no work will get done in
proper way. Organizational responsibilities include organizing the resources of an
organization, identifying different roles, choosing the right people for the roles,
delegating tasks to people for their right roles.

C) LEADING: For a successful organization, employees should work together in a proper
manner to achieve common set goals. This cannot be happening simply just by
managing, but it can be achieved by leading. Leadership involves exercise of influence
by one person over others. Leadership can be achieved through research and also with
the personal traits of the leader themselves, actually leading means influencing and
inspiring people in such a way that they feel motivated to do their jobs. People find it
easier to follow a leader. Following the orders of managers in something that is done as
a part of one's job, but following a leader is something that is done more willingly by
people. Thus, every manager must aim at becoming a good leader; A leader focuses on
interpersonal relations with each employee and constantly motivates them to perform
better. By creating a positive working environment a leader can effectively help to
improve the employee's job performance and hence their morale.

D) CONTROLLING: Controlling as the name suggests means controlling the various
functions in the organization to ensure they are on track with the goals that were set at
the beginning of the planning process, controlling also involves setting certain
performance standards for the employees and constantly evaluating their job
performance. Sometimes the strategies and plans that were developed and
implemented May, not work out as initially planned way due to certain external factors.
Controlling and evaluating helps a manager recognize these failures and quickly
implement corrective measures to bring the task back on track. To take corrective
measures data should be collected constantly to measure actual performances,
compare measured performance against established standards, comparing variations
etc, so that the cause should be diagnosed to take corrective measures. t involves
evaluating the expected and actual job performance.
These four functions of management are very important for an
organization and if done well can be the reason behind the success of the business.





































Q.2 iscuss any two learning theories in detail.
A.2 Learning Theories is classified as per below.
A) OPERANT CONDITIONING: Operant conditioning is also called instrumental
conditioning refers to the process that our behavior produces certain consequences. f
our actions are pleasant, then we will be more likely to repeat them in future. Thus,
according to this theory, behavior is the functions of its consequences. The operant
conditioning theory is proposed by B.F. Skinner (1953, 1954). The theory was based on
the idea that learning is a function of change in overt behavior. Change in behavior is
result of individual's response to stimuli. hen particular stimuli response is rewarded
the individuals is conditioned to respond. According to skinner reward strengthens the
desired response and repetition.

B) SOCIAL LEARNING: Social learning can also be termed as observational learning it
Emphasizes the ability of an individual learn by observing others. The important models
may include parents, teachers, bosses, leaders, artist etc. According to bandura (1977),
most human Behavior is learned observationally through model, from observing others
one forms an idea of How new behaviors are performed and on later occasions this
coded information serves as a Guide for actions. Social learning has considerable
relevance in organizational behavior. A Great deal of what is learned about how to
behave in organization can be explained as the Result of the process of observational
learning.

Social learning has four processes: -

1. Attention Process: ndividual learns from a model only when he pays attention to its
critical features. Anything which distract will have a negative effect on observational
learning.
2. Retention Process: The ability to store information is an important part of the learning
process. A model's influence and action only depends on how well the ndividual
remembers when the model is no longer available later.
3. Motor Reproduction Process: After a person has seen a new behavior by observing the
model, then the watching converted to doing and thus becomes a reproduction process
in learning.
4. Reinforcement Process: ndividual are more likely to adopt a modeled behavior, if it
result in outcomes they value. They are more likely to adopt a modeled behavior, if the
model is similar to observer and has admired status and behavior functional value.








Q.3 Explain the classification of personality types given by Sheldon
A.3 illiam Sheldon proposed a theory about how there are certain body types that are
associated with certain personality characteristics. He classified personality according to
body type which be called a person's Somatotype. He claimed three somatotypes.

1) ENDOMORPHY: The "Endomorph person is focused on the digestive system,
particularly the stomach (Endoderm); they have tendency towards plumpness, having
Viscerotonia Temperament, tolerant, love, comfort, luxury and extravert.

ENDOMORPHIC BODY TYPE OR SHAPE
O Soft Body
O Round Shaped
O Underdeveloped Muscles
O Plump
O Buxom
O Over eveloped igestive System

ENDOMORPHIC PERSONALITY TRAITS OR CHARACTER
O Sociable
O Fun Loving
O Love of Food
O Tolerant
O Even Tempered
O Good Humored
O Relaxed
O ith a love of comfort
O Evenness of emotions
O Peaceful
O Have a need for affection

2) MESOMORPHY: The mesomorph is somewhere between the round endomorph and the
thin ectomorph. Physically, they have the more 'desirable' body structure and are
focused on musculature and the circulatory system (mesoderm), has the tendency
towards muscularity, corresponds to the Samototania temperament courageous,
energetic, active

MESOMORPH BODY TYPE OR SHAPE

O Hard, muscular body
O Overly mature appearance
O Rectangular shaped
O Thick skin
O Upright posture

MESOMORPH PERSONALITY TRAITS OR CHARACTER

O Adventurous
O Courageous
O ndifferent to what others think or want
O Assertive/bold
O Zest for physical activity
O Competitive
O ith a desire for power/dominance
O And a love of risk/chance


3) ECTOMORPHY: The Ectomorph is a form of opposite of the endomorph. They are
focused on the nervous system and the brain (Ectoderm); they have tendency towards
slightness, corresponds to Cerebrotonia temperament, Artistic, Sensitive, Apprehensive
and ntrovert.

ECTOMORPH BODY TYPE OR SHAPE
O Thin
O Flat Chest
O elicate Build
O Tall
O Young appearance
O Large brain
O Light Muscled
O Narrow Shouldered

ECTOMORPHIC PERSONALITY TRAITS OR CHARACTER
O Self-conscious
O Private
O ntroverted
O nhibited
O Socially anxious
O Artistic
O ntense
O Emotionally restrained
O Thoughtful




Q.4 hat are the factors influencing perception?
A.4 Definition of Perception: Perception is our sensory experience of the world around us
and involves both the recognition of environmental stimuli and actions in response to
these stimuli.
Perception not only creates our experience of the world around us; but also allows acting
within it.
A number of factors operate to shape and distort perception. These factors depends on
O n the perceiver
O n the object or target being perceived or
O n the context of the situation in which the perception is made

Characteristics of the perceiver:

Several characteristics of the perceiver can affect perception. hen an individual
looks at a target and attempts to interpret what he or she stands for, that
interpretation is heavily influenced by personal characteristics of the individual
perceiver. The major characteristics of the perceiver influencing perception are:

a) Attitudes: The perceiver's attitudes affect perception. This attitude will
doubtless affect his perceptions of the female candidates he interviews.

b) Moods: Moods can have a strong influence on the way we perceive
someone. e think differently when we are happy than we do when we are
depressed.

c) Motives: Unsatisfied needs or motives stimulate individuals and may exert a
strong influence on their perceptions.

d) Self-Concept: Another factor that can affect social perception is the
perceiver's self-concept. An individual with a positive self-concept tends to
notice positive attributes in another person.

e) nterest: The focus of our attention appears to be influenced by our interests.
Because our individual interest differs considerably, what one person notices
in a situation can differ from what others perceive.

f) Cognitive Structure: Cognitive Structure, an individual's pattern of thinking,
also affects perception. Some people have a tendency to perceive physical
traits, such as height, weight, and appearances more readily.

g) Expectations: Finally, expectations can distort your perceptions in that you
will see what you expect to see. The research findings of the study conducted
by Sheldon S Zalkind and Timothy Costello on some specific
characteristics of the perceiver reveal


1) Knowing oneself makes it easier to see others accurately.

2) One's own characteristics affect the characteristics one is likely to see
in others.

3) People who accept themselves are more likely to be able to see
favorable aspects of other people.

4) Accuracy in perceiving others is not a single skill.

* These four characteristics greatly influence how a person perceives
others in the environmental situation.

Characteristics of the Target:
Physical appearance plays a big role in our perception of others.
Attractive and Non Attractive individuals are more likely to be noticed in a group
than ordinary looking individuals, so characteristics in the target that is been
observed plays a vital role in perception.
Perceivers tend to notice physical appearance voice tone, accent, eye contact,
facial expressions, posture, body movements characteristics that contrast with
the normal people. nterviewers rate attractive candidate more favorably
Characteristics of the Situation:
The situation in which the interaction between the perceiver and the
target takes place has an influence on the perceiver's impression of the target
E.g. Meeting the perceiver in his office or work setting affects targets impression
in certain way that may contrast with the impression which target have form,
when he met the perceiver in hotel or any Social setting. The strength of the
social Situation can also affect perception. Factors in the situation are Time,
ork setting and Social setting.
.


Q.5 Mr. Solanki is the VP- HR of a leading financial services company. He is having a
meeting with Ms. Ramani leading HR consultant. Mr. Solanki is concerned about
creating an environment that helps in increasing the job satisfaction amongst
employees. Assume that you are Ms. Ramani the HR consultant. hat suggestions you
will give to Mr. Solanki, for creating an environment that increases job satisfaction

A.5 Job Satisfaction among the employees is very important process in any organization to
sustain because if in case there is absence of job satisfaction the the employees will not
enjoy to do the work which will lead to failure in proper functioning of the organization.
Job Satisfaction is the sense of fulfillment and pride felt by the employees and ensures
commitment to high quality performance and increased productivity, it helps to reduce
complaints, grievances and termination, it is very important for healthier work force and
longevity of the organization.

Assuming Myself as Ms. Ramani will give the below mention suggestion to the VP-HR
Mr. Solanki for creating an environment that helps in increasing the job satisfaction
among the employees.

1) MentaIIy ChaIIenging Work to EmpIoyees : Employees tend to prefer job that give
them opportunities to use their skills and abilities with variety tasks, freedom and proper
feedback so that employees feel pleasure to do they job with satisfaction.

2) PersonaIity Fit Job: For achieving high satisfaction from employees work it is important
to assign job according to the right talents, abilities, and fit personality factors to job
profiles of the employees.

3) Supporting Working Conditions: orking conditions should be comfortable with all
facilities such as temperature, light, reduced noise, close to home feeling, clean, modern
facilities, adequate tools, equipments and other environmental factors which are
comfortable for doing a good job for employees.

4) Supportive Subordinates: Employees have to need for social interaction while doing
job, therefore friendly, supportive, understanding co-workers is must. mmediate
supervisor of employees should me more understanding, listener of opinions, personal
interest shower and should offer praise for good performances.

5) EquitabIe Rewards: Each and every employees want pay system and promotion
policies in line with their expectations. So pay system and promotion should be fair
according to employees seek level and job demands. Promotions provide opportunities
for personal growth, more responsibilities and increased social status. ndividuals who
perceive that promotion the decisions should be made in a fair and just manner which
results in job satisfaction among employees.

) WhistIe bIowers: histle-blowers are employees who inform authorities of wrong
doings of their companies or co-workers. histle blowing is important because
committed organizational members sometimes engage in unethical behavior in
an intense desire to succeed. Organizations can manage whistle blowing by
communicating the conditions that are appropriate for the disclosure of wrong doing.
Clearly delineating wrongful behavior and the appropriate ways to respond are important
organizational actions.

) SociaI ResponsibiIity: Corporate social responsibility is the obligation of an
organization to behave in ethical ways in the social environment in which it operates.
Socially responsible actions are expected of organizations. Current concerns include
protecting the environment, promoting worker safety, supporting social issues,
investing in the community, etc. Managers must encourage both individual ethical
behavior and organizational social responsibility.







































Q. Given below is the HR policy glimpse of the "VARK-LEARNING" a learning and training
solutions company
1. t offers cash rewards for staff members
2. t promotes the culture of employee referral and encourages people to refer people they
know may be their friends, ex. Colleagues batch mates, relatives.
3. hat all needs do it takes care off according to maslow's need hierarchy
4. t recognizes good performances and gives fancy titles and jackets to the people who
perform well and also felicitates them in the Annual ay of the company.
hat all aspects does it takes care of according to the Maslow's Need Hierarchy ?

A. Maslow's hierarchy of needs is displayed as a pyramid. The lowest levels of the pyramid
are made up of the most basic needs, while the more complex needs are located at the
top of the pyramid. Needs at the bottom of the pyramid are basic physical requirements
including the need for food, water, sleep and warmth. Once these lower-level needs
have been met, people can move on to the next level of needs, which are for safety and
security.

As people progress up the pyramid, needs become increasingly psychological and
social. Soon, the need for love, friendship and intimacy become important. Further up
the pyramid, the need for personal esteem and feelings of accomplishment take priority.
Maslow emphasized the importance of self-actualization, which is a process of growing
and developing as a person to achieve individual potential.
Five LeveIs of the Hierarchy of Needs
There are five different levels in Maslow's hierarchy of needs:
1. PhysioIogicaI Needs

These include the most basic needs that are vital to survival, such as the need for water,
air, food and sleep. Maslow believed that these needs are the most basic and instinctive
needs in the hierarchy because all needs become secondary until these physiological
needs are met.


2. Safety Needs

These include needs for safety and security. Safety needs are important for survival, but
they are not as demanding as the physiological needs. Examples of security needs
include a desire for steady employment, health insurance, safe neighborhoods and
shelter from the environment.


3. SociaI Needs

These include needs for belonging, love and affection. Maslow considered these needs
to be less basic than physiological and security needs. Relationships such as
friendships, romantic attachments and families help fulfill this need for companionship
and acceptance, as does involvement in social, community or religious groups.


4. Esteem Needs

After the first three needs have been satisfied, esteem needs becomes increasingly
important. These include the need for things that reflect on self-esteem, personal worth,
social recognition and accomplishment.


5. SeIf-actuaIizing Needs

This is the highest level of Maslow's hierarchy of needs. Self-actualizing people are self-
aware, concerned with personal growth, less concerned with the opinions of others and
interested fulfilling their potential.

So, According to Maslow's Need Hierarchy theory the HR Policy of "VARK LEARNNG is
taking care and covering the aspects of Staff members as per below:

1. By Offering cash rewards to staff members "VARK LEARNNG is fulfilling the SeIf-
actuaIizing Needs and Safety Needs among staff members. Offering Cash rewards
to employees reflects on their personal growth and fulfill their potential as well as a
desire for a safety employment.

2. By Promoting culture of employee referral and encourages people to refer people
they know may be their friends, ex. Colleagues batch mates, relatives etc., "VARK
LEARNNG is fulfilling the aspects of SociaI Needs. hen the employee refers to
others it helps to fulfill the need for companionship and acceptance.

3. By recognizing good performances and giving fancy titles and jackets to the people
who perform well and also felicitating them in the Annual ay of the company.
"VARK LEARNNG is fulfilling the aspects of Esteem Needs. The employee's
emotional needs are taken care of when they are praised for their good performance.
They get status, recognition, and attention.













SlKKlH HAtlPAl utlvFRSlTY


Master of Business Administration - MBA


Semester 1

MB0038 Management Process and Organization Behavior - 4 Credits

Book ID: B1127)


Assignment Set- 2 Marks)


Learning Centre:IISFT Gandhidham

Learning Centre Code:

Submitted by: Bharat .Ram. Nair

RoII. No:

Date:










Q.1 rite a note on classical era for evolution of Organization behavior.
A.1 The classical era for evolution of Organization behavior covers the period between 1900
to mid 1930s. First general theories of management began to evolve and the main
contributors during this era were Frederick Taylor, Henri Fayol, Max eber, Mary parker
Follet and Chester Barnard.

Frederick TayIor: Taylor was considered the first to attempt systematically analyze
human behavior at work. He insisted the use of time and motion study as a means of
standardizing work activities by detailed observation and measurement of even routine
work to find the optimum mode of performance due to which the result with productivity
increased significantly and which lead to born new organizational functions like
personnel and quality control management.

Taylor considered that to break down each task to its smallest unit is the one best way to
do each job.
Frederic Few Management PrincipIes
1) Managers should do all the thinking relating to the planning and design of
work, leaving the workers with the task of implementation.
2) Use scientific methods to determine the most efficient way of doing work;
leaving workers with the task of implementation.
3) Select best person for the job designed.
4) Train worker to improve work efficiency.
5) Monitor work for performance, ensuring appropriate work procedures are
followed and appropriate results achieved.
Henri FayoI : A mining engineer and manager by profession, defined nature and
working patterns of organization in his book called, General and ndustrial Management,
published in 1916, in it he laid down theory call Administrative theory consisting 14
principles of management.
Henri FayoI's Fourteen Management PrincipIes
1) Division of Work: ivision of work, specialization, produces more and better
work with the same effort. t focuses effort while maximizing employee efforts
which result rise in productivity.
2) Authority and responsibiIity: Authority is the right to give orders and the
power to exact obedience. Authority creates responsibility and entails
enforcing them with rewards and penalties.
3) DiscipIine: Obedience and respect between a firm and its employees based
on clear and fair agreements is absolutely essential to the functioning of any
organization. Good discipline requires managers to apply sanctions whenever
violations become apparent.
4) Unity of command: An employee should receive orders from only one
superior. Employees cannot adapt to dual command.
5) Unity of direction: Organizational activities must have one central authority
and one plan of action.
) Subordination of ndividual nterest to General nterest. The interests of one
employee or group of employees are subordinate to the interests and goals of
the organization and cannot prevail over it.
7) Remuneration of PersonneI: Salaries are the price of services rendered by
employees. t should be fair and provide satisfaction both to the employee
and employer. The rate of remuneration is dependent on the value of the
services rendered as determined by the employment market.
8) CentraIization: The optimum degree of centralization varies according to the
dynamics of each organization. The objective of centralization is the best
utilization of personnel.
9) ScaIar chain: A chain of authority exists from the highest organizational
authority to the lowest ranks. hile needless departure from the chain of
command should be discouraged, using the "gang plank" principle of direct
communication between employees can be extremely expeditious and
increase the effectiveness of organizational communication.
1) Order: Organizational order for materials and personnel is essential. The
right materials and the right employees are necessary for each organizational
function and activity.
11) Equity: n organizations equity is a combination of kindliness and justice. The
desire for equity and equality of treatment are aspirations to be taken into
account in dealing with employees.
12) StabiIity of Tenure of PersonneI: n order to attain the maximum
productivity of personnel, it is essential to maintain a stable work force.
Management insecurity produces undesirable consequences. Generally the
managerial personnel of prosperous concerns is stable, that of unsuccessful
ones is unstable.
13) Initiative: Thinking out a plan and ensuring its success is an extremely
strong motivator. At all levels of the organizational ladder zeal and energy on
t he part of employees are augmented by initiative.
14) Esprit de Corps: Teamwork is fundamentally important to an organization.
This is encouraged by creating work teams and using extensive face-to-face
verbal communication.

Max Weber
Max eber can be classified in the bureaucratic management branch of the classical
school. He developed a theory based on authority relations and was the pioneer in
looking at management and Organization Behavior from a structural point of view.
Weber Believes All Bureaucracies Have Certain Characteristics:
1) Hierarchy principIe: All positions within a bureaucracy are structured in a way
permitting the higher positions to supervise and control the lower positions. This
provides a clear chain of command facilitating control and order throughout the
organization.
) JurisdictionaI Areas: Activities are distributed as official duties for the area
specified.
3) Records: eber feels it is absolutely essential for a bureaucracy to maintain
complete files regarding all its activities. This advances an accurate organizational
"memory" where accurate and complete documents will be available concerning all
bureaucratic actions and determinations.
4) Means of Production or administration beIong to office. Personal property
separated from office property.
5) OfficiaIs are seIected on basis is of technicaI quaIifications, appointed not
elected and compensated by salary.
6) EmpIoyment is career: The official is a full time employee and looks forward to a
lifelong career. After trial period they get position and protection from dismissal.



















Q.2. rite a note on different types of groups. Explain.
A.2. Groups can be of two types:
O Formals
O nformal
Groups can be either formaI or informaI.
FormaI Groups: A formal group is set up by the organization to carry out work in support
of the organization's goals. n formals groups, the behavior that one should engage in
are stipulated by and directed toward organization goals.

1) Command group: A command group consists of a manager and the employees who
report to him or her. Thus, it is defined in terms of the organization's hierarchy.

2) Task group: A task group is made up of employees who work together to complete a
particular task or project. A task group's boundaries are not limited relationships. An
employee's membership in the group arises from the responsibilities delegated to the
employee that is the employee's responsibility to carry out particular activities. Task
group may be temporary with an established life span, or they may be open ended.

3) Committee: A group of people officially delegated to perform a function, such as
investigating, considering, reporting, or acting on a matter. Committee, one or more
persons appointed or elected to consider report on, take action on a particular matter.

Characteristics of FormaI groups
O Created to carry out some specific task or to meet a required goals
O Explicitly stated defined structure, procedural rules and membership
O Relatively permanent of temporary
O efined roles and designated work assignments
O ell defined norms
O Specified goals and deadlines
InformaI Groups: An organization's informal groups are the groups that evolve to meet
social or affiliation needs by bringing people together based on shared interested or
friendship. Thus informal groups are alliances that are neither formally structured nor
organizationally determined. These groups are natural formations in the work environment
that appear in response to the need for social contact.
1) Friendship Groups: Groups often develop because the individual member has one or
more common characteristics. e call these formation 'friendship groups'. Social
alliances, frequently extend outside the work situation, can be based on similar age
same political view, attended the same college etc.
2) Interest Groups: People who may or may not be aligned into common task groups may
affiliate to attain a specific objective with which each is concerned is called interest
group.
3) Reference Groups: The group which is formed for comparison in making decisions it is
a reference group. Employees have reference groups inside or outside the organization
where they work. For most people, the family is the most important reference groups.
Friends, members of religious organization etc are also the form of reference groups.
4) Membership Groups: hen a person does belong to a group is called membership
group for that person, Members of group have benefits and responsibilities, and
contribution for the group's well being which is benefited to all the members of the group.
5) CIiques: s a relatively permanent informal group that involves friendship. These groups
involved several different professions. They developed ideas about each other. Clique's
membership acted as a form of social control, forcing people to conform to group desires
and developed their own set of beliefs explaining things to each other.
Q.3 Explain the approaches of conflict management.
A.3 Definition of ConfIict given by R.W. Woodman - "As Any situation in which
incompatible goals, attitudes, emotions or behaviors lead to disagreement or opposition
between two or more parties.
There are two types ConfIict Management Approaches
O Direct
O Indirect
Direct ConfIict management approaches
1) Avoidance - Everyone simply try to avoid the conflict and hope that it will go away.
Appropriate Situations when ConfIict shouId be handIed by Avoidance StyIe
a) hen issue is less important than other issues.
b) hen no chance to satisfy concerns.
c) hen potential disruption outweighs the benefit of resolution.
d) To let people cool down and regain.
e) hen others can resolve the conflict more effectively.
f) hen issues seem tangential of other issues.
2) Accommodation - t is a kind of involving by playing down differences among the
conflicting parties and highlighting similarities and areas of agreement, but sometimes it
often creates frustration and ignores peace.
Appropriate Situations when ConfIict shouId be handIed by Accommodation StyIe
a) hen you find you are wrong to allow a better position to be heard.
b) hen issues are more important to others and maintain cooperation.
c) To build social credits for later issues.
d) To minimize loss when you are outmatched and losing.
e) hen harmony and stability are especially important.
f) To allow employees to develop by learning.

3) Compromise - t occurs when each party gives up something of value to the other so
no one get full desires but it antecedent for future conflicts.
Appropriate Situations when ConfIict shouId be handIed by Compromise StyIe
a) hen goals are important.
b) hen opponents committed with equal power to mutually exclusive goals.
c) For temporary settlement to complex issues.
d) For solutions under time pressure.
e) As a backup when collaboration or competition is unsuccessful.
4) Competition - This is a case of win-lose situation where victory is achieved through
force, superior skill or domination by one part which result to occur future conflicts over
the same issue.
Appropriate Situations when ConfIict shouId be handIed by Competition StyIe
a) hen quick, decisive action is vital or at time of emergency.
b) On important issue where unpopular actions need implementing (eg. Cost cutting,
enforcing, unpopular rules, discipline)
c) On issues vital to company welfare
d) Against people who take advantage of non-competitive behavior.
5) CoIIaboration - t involves recognition by all conflicting parties that something is wrong
and needs attention. t stresses gathering and evaluation information in solving disputes
and making choices.
Appropriate Situations when ConfIict shouId be handIed by CoIIaboration StyIe
a) To find a solution when both sets of concerns are too important to be compromised.
b) hen objective is to learn.
c) To merge insights from people with different perspectives.
d) To gain commitment by incorporation concerns into a consensus.
e) To work through feeling that has interfered with a relationship.
Indirect confIict management approaches
ndirect conflict management approaches include reduced independence, appeals to
common goals between conflicting parties. n order to reduce conflict, contact between
parties may be reduced. The conflicting units can then be separated from one another
and each can be provided separate access to resources.




" The environmental stressors have a great impact on work performance and
adjustment of the individual in an organization. iscuss the different categories of
environmental stressors.
A.4 Environmental and internal conditions that lie beyond an individual's control are
called environmental stressors. Such stressors can have a considerable impact
on work performance and adjustment.

Different categories environmentaI stressors:

1) Task Demands: Task demands are factors related to a person's job. They include
the design of the individual's job, working conditions, and the physical work layout.
Changes and lack of control are two of the most stressful demands people face at
work. Change leads to uncertainty, a lack of predictability in a person's daily tasks
and activities and may because by job insecurity related to difficult economic times.
Technological innovation also creates change and uncertainty for many employees,
requiring training, education and skill development. Lack of control is a second major
source of stress, especially in work environments that are difficult and
psychologically demanding. The lack of control may be caused by inability to
influence the timing of tasks and activities, to select tools or methods for
accomplishing the work, to make decisions that influence work outcomes, or to
exercise direct action to affect the work outcomes

2) RoIe Demands: The social-psychological demands of the work environment may
be every bit as stressful as task demands at work. Role demands relate to pressures
placed on personas a function of the particular role he or she plays in the
organization. The conflict may be an intra-role or person-role conflict.

a) nter-role Conflict: t is caused by conflicting expectations related to two separate
roles, such as employee and parent. For example, the employee with a major
sales presentation on Monday and a sick child at home is likely to experience
inter-role conflict
b) ntra-role Conflict: t is caused by conflicting expectations related to a single role,
such as employee. For example, the manager who presses employees for both
very fast work and high-quality work may be viewed at some point as creating a
conflict for employees.
c) Person-role Conflict: Violations of Ethics are likely to cause person-role conflicts.
Employees expected to behave in ways that violate personal values, beliefs or
principles experience conflict. The second major cause of role stress is role
ambiguity. Role ambiguity is created when role expectations are not clearly
understood and the employee is not sure what he or she is to do. Role ambiguity
may be caused by not understanding what is expected, not knowing how to-do it,
or not knowing the result of failure to do it.

3) Inter-personaI Demands: t is a pressure created by other employees. Lack of social
support from colleagues and poor interpersonal relationships can cause considerable
stress, especially among employees. Abrasive personalities, sexual harassment and
the leadership style in the organization are interpersonal demands for people at
work.
a) The Abrasive Person: May be an able and talented employee, but one who
creates emotional waves that others at work must accommodate.
b) Sexual Harassment: The vast majority of sexual harassment is directed at
women in the workplace, creating a stressful working environment for the person
being harassed, as well as for others.
c) Leadership Styles: hether authoritarian or participative, create stress for
different personality types. Employees who feel secure with firm, directive
leadership may be anxious with an open, participative style. Those comfortable
with participative leadership may feel restrained by a directive style.


4) PhysicaI Demands: Non-work demands create stress for people, which carry over
into the work environment or vice versa. orkers subject to family demands related
to marriage, child rearing and parental care may create role conflicts or overloads
that are difficult to manage. n addition to family demands, people have personal
demands related to non-work organizational commitments such as religious and
public service organizations. These demands become more or less stressful,
depending on their compatibility with the person's work and family life and their
capacity to provide alternative satisfactions for the person
















Q.5 Given below are certain instances observed by the summer trainee Ritu, while
making an observational study at GlobalGreen consultants an organization
dealing with recycling of plastic products waste etc. She makes the following
observation about two key people in the organization.
1. Mr. Patnayak He is a very friendly person and encourages his team
members by giving those recommendations and appreciations. This helps HR to
decide about giving a bonus or promotion to employees.
2. Mr. utta - He is an aggressive person. He frequently loses his temper. Ritu
observes that he frequently punishes the non-performers and also give them
warnings regarding suspension etc.
Now explain what base of power does Mr. Patnayak and Mr. utta belongs to.
Explain the type of power they use often

A.5 Mr. Patnayak and Mr. Dutta both beIong to FormaI Base of Power.


Meaning of FormaI Power: t is based on the position of an individual in an
organization. Formal power is derived from either one's ability to coerce or
reward others or is derived from the formal authority vested in the individual due
to his/ her strategic position in the organizational hierarchy. For example, a
manager may threaten to withhold a pay raise, or to transfer, demote, or even
recommend the firing of a subordinate who does not act as desired. Such
coercive power is the extent to which a manager can deny desired rewards or
administer punishments to control other people. The availability of coercive
power also varies across organizations. The presence of unions and
organizational policies on employee treatment can weaken this power base
significantly.

1. Mr. Dutta use often Coercive Power: The coercive power base is being dependent
on fear. t is based on the application, or the threat of application, of physical
sanctions such as the infliction of pain, the generation of frustration through
restriction of movement, or the controlling by force of basic physiological or
safety needs. n an organization one can exercise power over another if they
have the power to dismiss, suspend, demote another assuming that the job is
valuable to the person on whom power is being unleashed.

2. Mr. Patnayak use often Reward Power: The opposite of coercive power is reward
power. Reward power is the extent to which manager can use extrinsic and
intrinsic rewards to control other people. Examples of such rewards include
money, promotions, compliments, or enriched jobs. Although all managers have
some access to rewards, success in accessing and utilizing rewards to achieve
influence varies according to the skills of the manager.





Q. "Fashion4Now is a famous and old magazine. The top management decides to
start the e- edition of the magazine.
They also decide the redefine the policies and culture of window to truth'
To start implementing, this change, they frequently call meetings of employees.
They have also formed groups at different levels to clarify doubts and explain the
perspective of change.
Analyze the situation in the context of organizational change and elaborate why
the top management is following the discussed practices and what approach is
most evident in the context.

A. The Top Management of "Fashion4Now magazine is adopting organizational
change due to the forces for change by external forces in means of technology
and business scenario. They are following the discussed practices to develop
resistance for change among the employees. As there are certain factors that
may be related to the resistance to change; such as economic, psychological and
social. Changes lead to insecurity among the employees because of it unknown
consequences Employees do not know for certain whether the change will bring
in better prospects which effects individual resistance. Change will bring some
potential threat to the organizational power to some people. The responses to
change depend upon the employee's perception about the change. ifferent
individuals differ in their attitudes and hence, the perception towards change. The
major reaction to change is: Anger, enial and Acceptance.

Approach most evident in the context is according to the Force FieId
AnaIysis theory of Lewin 1951) which consists of a three step sequentiaI
modeI of change process:

Unfreezing: At this stage, the forces, which maintain the status quo in the
organizational behavior, are reduced by refuting the present attitude and
behavior to create a perceived need for something new. t is facilitated by
environmental pressure such as increased competition, declining productivity and
performance, felt need to improve the style of work, etc.

Some suggested some measures which are quite helpful in undertaking
unfreezing process are:

1. The physical removal of the individuals being changed from their accustomed
routines, sources of information, and social relationships.
2. The undermining and destruction of social support.
3. emeaning and humiliating experiences to help individuals to see their old
attitudes or behavior as unworthy and think to be motivated to change.
4. The consistent linking of reward with willingness to change and of punishment
with lack of willingness to change.

Changing/Moving: This stage involves a shift in behavior of organizations by
modifying system, process, technology and people. This phase can be explained
in terms of compliance, identification and internalization. Compliance or force
occurs when individuals are forced to change whether by reward or by
punishment. nternalization occurs when individuals are forced to encounter a
situation that calls for new behavior. dentification occurs when individuals
recognize one among various models provided in the environment that is most
suitable to their personality.

Refreezing: At this stage, actions are taken to sustain the drive for change and
to facilitate the institutionalization process of the change even in a day-to-day
routine of the organizations. Here, the desired outcomes are positively reinforced
and extra support is provided to overcome the difficulties. There is a tendency
that individuals revert back gradually to their old behaviors, which they were
displaying before the change, in the absence of suitable reinforcement.
Therefore, reinforcement is necessary for the internalization of new behavior