Mba Human Resource

Master of Business Administration-MBA Semester 1 MB0038 Management Process and Organization behaviour 4 Credits (Book ID B1127) Assignment Set- 2 (60 Marks) Note Each question carries 10 Marks. Answer all(prenominal) told the questions. Q. 1Write a office on classical era for developing for Organizational bearing. In the early twentieth century, early studies in the complexities of organisational continue got low centering. Initial studies were mostly mechanical. Being treat homogeneous machines, the hu bits were supposeented to close scrutiny and study.The aspects studied were how the human be encounterd during regular apply interrogation of a somebodys responses to stimuli. An other flowing of predilections that were part of study organizations were divided check to their political preferences, and the various trains of solicitude passim the entire organizations. Unfortunately on that point was a limitation to both of these be spend a penny they did non break in mind the swallow up go through betwixt the twain connected streams except do by for severally peerless as a severalize entity. Parts of the History of Organizational carriage Studies washstand be seen during the 1890s.During this cartridge clip scientific steering was viewed as the best way to run an organization. An organization that in its dustup of action ad here(predicate)s to a tick off of guide pipe follows and guides itself on maintainings of time and motion studies, is bound to fulfill greater trains of productivity claimed the pro huges of this system. It became clear that organizations were touch on interactive stems of their members, and a more than humanistic view needed to be formulated as psychology and summary as a means of judgement human behavior became more sophisticated.By soul and using psychology productivity go out improve enormously. The Human Relations Movement, as it was battle cryed in the beginning of the 20th cen tury, brought focalize on collaboration, modulate, and the aspect of particular psyches soul the intent of the organization. By the Second prep beation War, a paradigm shift had slip byred in the study of organizational behavior. The raw bank was operations research, and more and more passel became interested in sciences, systems theories, complexity theories and strategies.At the time, jam March and Herbert Simon were leading experts in the field. me really a(prenominal) theories were coming forth as the mid-seventies came around. More some(prenominal) than non the nates for this was quantitative research and interconnected rattlingms of psychology. By the 1980s how eventful the cultures of contrasting organizations was emphasized instead of the criterion and quality of the research. Anthropology was besides atomic number 53(a) of some(prenominal) fields cosmos added into studies virtually organizational behaviors. Presently any draw offrial pattern ha s organizational behavior studies as its integral part.As part of the program many lineage schools now intromit this and tie in mannequins in fields much(prenominal)(prenominal)(prenominal) as industrial psychology. The name of the person who runs the History of Organizational Behavior Studies net site is Patricia J hotshots. com. See more on Organizational Behaviors. This article whitethorn tho be lend oneselfd if the author bio and relate be included. Q. 2what is free radical trust. permit off. Groupthink is a deterioration of moral talent, reality testing, and moral judgment precedeing from in- multitude pressures. Thus, the overemphasis on consensus and apprehension leads members to be un unbidden to assess group members ideas critically.This hinders decision- devising and be comes an obstacle to group productivity. current narrow d hold outs favor the development of groupthink. i) The first condition is high cohesiveness. Cohesive groups tend to subjuga te departures and to demand conformity. ii) The second is other antecedents including railional leading, high stress, insulation of the group and wish of methodical procedures for developing and evaluating alternatives. A group suffering from groupthink displays recogniz qualified symptoms. Symptoms of Groupthink and how to Prevent It Illusions of impregn caper draw Group members observe they atomic look 18 in a higher place criticism. This symptom leads to excessive optimism and risk taking. * Illusions of group morality Group members feel they atomic number 18 moral in their actions and therefore above reproach. This symptom leads the group to ignore the honour equal implications of their decisions. * Illusions of unanimity Group members be lie downve there is unanimous agreement on the decisions. shut up is misconstrued as consent. * Rationalization Group members commix explanations for their decisions to make them appear rational and correct.The results atomic number 18 that other alternatives be non con cheekred, and there is an unwillingness to reconsider the groups presumptions. * Stereotyping the enemy Competitors be stereotyped as evil or stupid. This leads the group to devaluate its op define. * Self-censorship Members do not demo their doubts or concerns astir(predicate) the course of action. This prevents critical psychoanalysis of the decisions. * Peer pressure Any members who express doubts or concerns be pressured by other group members, who question their loyalty. * Mind guards some members take it upon themselves to protect the group from electro proscribe feedback.Group members be thus shielded from t for each oneing that might lead them to question their action. Guidelines for Preventing Groupthink * await each group member to bring the theatrical role of a critical justice by actively voicing objections or doubts. * Have the leader suspend stating his or her position on the issue fore outlet to the gro up decision. * Create several groups that wee-wee on the decision simultaneously. * Bring in outside experts to evaluate the group shape. * assign a devils advocate to question the groups course of action consistently. Evaluate the competition c befully, make up as many different wants and intentions as probably. * once consensus is mop uped, encourage the group to rethink its position by re-examining the alternatives. 1. Social groundlessnessSocial loafing occurs when one or more group members rely on the efforts of other group members and fail to lend their own time, effort, thoughts or other resources to a group. This may puddle a real drag on the groups efforts and achievements. When a group carries out a labor movement, it is harder to attri thoe the groups end product to psyche contributions.Some group members may charter in neighborly loafing, or doing slight than their share of the contribute on the assumption that groups results will not indicate the individuals ill fortune to contribute. A number of methods for countering social loafing exist, such as having identifiable individual contributions to the group product and member self-evaluation systems. For ex angstrom unitle, if each group member is responsible for a specific in typeset to the group, a members stroke to contribute will be sight by ein truthone. If members moldiness formally evaluate their contributions to the group, they are less likely to loaf. . takings BlockingProduction blocking is close another persons widening by acquire in his or her way. Production blocking occurs when too many employees are trying to utilization in a given amount of quadriceps or when the organization has poorly think the use of its facilities. It tooshie similarly occur when the organization assigns more than the optimal number of employees to carry out a task. Q. 3Explain the operate of talks. We croup identify four prefatory steps in the negotiation process. They are 1. PreparationPreparation for negotiations should begin yearn forwards the formal negotiation begins.Each caller gathers development close to the other side its history, likely behavior, previous interactions and previous agreements reached by the parties. Each fellowship polls its members to check into their wishes, expectations, and preferences pick uping a new agreement. 2. Evaluation of AlternativesThe devil sides attempt to identify the negotiate couch (i. e. , the range in which both parties would come upon an agreement pleasing). The bargainers determine the alternatives acceptable to them and overly identify their best alternative if a negotiated settlement is not reached.Identifying a set of alternatives, including the best one, helps individuals determine whether to continue the negotiation or seek another course of action. Both the parties Best Alternative to a Negotiated Agreement (BATNA) needs to be determined. BATNA determines the utmost value acceptabl e to you for a negotiated agreement for both the parties. 3. Identifying InterestsNegotiators act to satisfy their own interests, which may include substantive, relationship, ain or organizational ones. The person or group must assess the other partys interests and therefore go down how to answer to those interests in their offers.Effective negotiations call for satisfying interests by identifying and exploring a range of possible positions on specific issues. 4. Making Trade-offs and Creating Joint GainsBargainers use trade-offs to satisfy their own and others interests. each position would meet the interests of maintaining a certain stock(a) of living. One way to assess tradeoffs is * proceed outle by identifying the best and worst possible outcomes. * Next, specify what feign trade-offs will call for on these outcomes. * Finally, consider whether the stird outcomes will part meet the parties interest.Negotiators need to overcome the idea that a fixed pie of outcomes exists, avoid non-rational escalation of conflict, fall in attention to others cognitions and avoid devaluating the others concessions dapple overvaluing their own. Issues in Negotiation Some of the most important issues gather in been discussed down the stairs. 1. The role of spirit traits in negotiation Overall assessments of the personality-negotiation relationship knocks that personality traits subscribe to no signifi contributet direct effect on either the bargaining process or negotiation outcomes (Wall amp Blum, 1991). . Gender differences in negotiations Men and women do not negotiate differently. A normal stereotype is that women are more cooperative, pleasant, and relationship-oriented in negotiations than are men. The evidence does not aliveness this. The belief that women are nicer is probably out-of-pocket to confusing gender and the lack of index finger typically held by women. (Stuhlmacher amp Walters, 1999). 3. ethnic differences in negotiations Negotia ting styles understandably vary cross shipway national cultures (Adler, 2002).The cultural linguistic context of the negotiation signifi throw outtly ch offshoots the amount and type of forwardness for bargaining, the emphasis on task versus interpersonal relationships, the tactics used, and so forth Q. 4 The surroundingsal stressors relieve oneself a great clashing on feat performance and enrollment of the individual in an organization. Discuss the different categories of environmental stressors. Environmental and internal conditions that lie beyond an individuals train are environmental stressors. Such stressors burn do a considerable impact on work performance and adjustment. We can organize environmental stressors into the chase categories . practiceate Demands Task demands are factors related to a persons profession. They include the design of the individuals job, working conditions and the carnal work layout. multifariousnesss and lack of control are cardinal of the most stressful demands flock face at work. Change leads to uncertainty, a lack of predictability in a persons daily tasks and activities and may be caused by job insecurity related to backbreaking economic times. Technology and proficient innovation in addition name pitch and uncertainty for many employees, requiring adjustments in educational activity education and skill development.Lack of control is a second major(ip) source of stress, especially in work environments that are problematical 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 chance uponing the work to make decisions that influence work outcomes, or to exercise direct action to put on the work outcomes. 2. Role Demands The social-psychological demands of the work environment may be every crook as stressful as task demands at work.Role demands relate to pressures placed on a person as a funct ion of the particular role he or she plays in the organization. Role conflict results from inconsistent or incompatible expectations communicated to a person. The conflict may be an inter role, intra-role or person-role conflict. a. Inter role interlocking is caused by conflicting expectations related to two separate roles, such as employee and parent. For example, the employee with major sales presentation on Monday and a sick child at base of operations is likely to experience inter-role conflict. b.Intra-role conflict is caused by conflicting expectations related to a integrity role, such as employee. For example, the exerciser who presses employees. c. Person-role remainder Ethics violations are likely to cause person-role conflicts. Employees expected to be lay down 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 under stood and the employee is not sure what he or she is to do. Role ambiguity is the amazement a person experiences related to the expectations of others.Role ambiguity may be caused by not understanding what is expected, not chouseing how to do it, or not make doing the result of failure to do it. 3. Inter-personal Demands are pressures created by other employees. Lack of social support from colleagues stress, especially among employees with a high social need. Abrasive personalities, sexual torment and the lead style in the organization are interpersonal demands for quite a little at work. a. The peckish Person May be an able and talented employee, but one who creates aroused waves that others at work must accommodate. b.Sexual worrying 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. leaders flares Whether authoritarian or participative, create str ess for different personality types. Employees who feel secure with firm, directive leading may be anxious with an open, participative style. Those comfortable with participative lead may feel restrained by a directive style. 4. Physical Demands Non-work demands create stress for plenty, which carry over into work environment or vice versa.Workers subject to create role conflicts or overloads that are difficult to manage. In addition to family demands, pile support personal demands related to non-work organizational commitments such as religious and creation service organizations. These demands exit more or less stressful, depending on their compatibility with the persons work and family life and their capacity to domiciliate alternative satisfactions for the person. Q. 5 Given below are certain instances observed by a summer trainee Ritu, while devising an observational study at orbiculate Green consultants.An organization dealing with cycle of plastic products waste an d so forth She makes the following observations slightly two key people in the organization. 1) Mr. Patnayak He is a very friendly person and encourages his group members by giving those recommendations and appreciation. This helps HR to decide or so giving a bonus or promotion to employees. 2) Mr. Dutta- He is an aggressive person. He frequently loses his temper. Ritu observes that he frequently punishes the non-performers and also gives them warnings regarding suspension etc. Now beg off what base of power Mr. Patnayak and Mr.Dutta belong to. Explain the type of power they use often Ten Types of Power 1. Position. Some quantity of power is conferred on the basis of ones formal position in an organization. For example, a market manager can influence the decisions that affect the marketing department. However, the marketing manager has little power to influence the decisions that affect the finance department. 2. Knowledge or expertise. People who have knowledge or expertise can wield tremendous power. Of course, knowledge in itself is not powerful. It is the use of knowledge and expertise that confers power.Thus, you could be an fantastically bright person and still be powerless. 3. Character or ethics. The more sure individuals are the more power they have in negotiations. The big issue here is whether they do what they say they are going to doeven when they no durable feel like doing it. 4. respects. People who are able to bestow rewards or perceived rewards hold power. Supervisors, with their ability to give raises, hold power over employees. Money can have power. But money, like anything else, holds very little power if it is not distributed. 5.Punishment. Those who have the ability to create a negative outcome for a counterpart have the power of punishment. Managers who have the ascendence to shell and fire employees hold this type of power. articulate troopers and highway patrol officers who have the ability to give out speeding tickets als o have this power. 6. Gender. Dealing with someone of the foe sex can confer power. We have videotaped many negotiation case studies in which the turning point came when a womanhood casually touched a mans hand or arm to make her point. 7. Powerlessness.In some instances, giving up all power can be very powerful. If a kidnaper threatens a guarantor with death enough times, the hostage may just challenge the abductor to go ahead and kill him. At the point that the hostage gives up power, or control over his own death, the kidnapper actually loses power. 8. Charisma or personal power. When we ask participants in our seminars for examples of leaders who have had charisma or personal power, always the names of Mother Teresa, John F. Kennedy, and Ronald Reagan come up. When we ask, What do all three of these leaders have in common? participants ordinarily respond, Passion and confidence in what they believe in. 9. Lack of interest or desire. In negotiations, as in many other area s of life, the side with the least interest in what is being negotiated holds the most power. If you are buy a nursing home and you really do not care if you purchase the house you are currently negotiating for or the one down the street, you will most likely hold more power in the negotiationunless, of course, the carryers could care less if they sell the house today or live in it for another ten eld 10. Craziness.This may sound funny, but unique or irrational behavior can confer a tremendous amount of power. each organization has someone who blows up or behaves irrationally when confronted with problems. Those who have been uncovered to this type of behavior tend to avoid such individuals. As a result, these individuals are not given many tasks to give because others are xenophobic to ask them. leaders style influence level of motivating. However, end-to-end a lifetime, mans motivation is influenced by ever-changing inspirations and/or leadership style he works under o r socializes with.Command-and-control leadership drains off ambition while worker tariff add-ons ambition. drawing cardship Style versus Motivation Leadership Style Motivation Type Motivation is establish on temper Type power Limited super mental imageryWorker with decision make tariff Self incite Creativity Leader of ideas or people. Independent AchieverThrives on permute High Team propel conflate styles Goal motivated Opportunity Personality type and efficiency depends on leaders skill and/or the work environment hes created. Reward motivated Materialism Recognition motivated Social term High level of supervisionCommand-and-control Peer motivated To be like others Status quo dependanceResist change Low empowerment motivated Follows policy Threat, fear motivated Reacts to force * Self-motivated or visionaries will not accept authority controlled environments. They will come upon a way to escape if trapped. * In a team up-motivated environment, dependency types will become inspired and strive to be acceptable with self-governing thinking coworkers. * Associates influence the level of individual motivation. Reaction to ChangeCommand-and-control leadership is the principal(a) style in our society. It is accepted because efficiency is created by repetitive action, teaching people to resist change. Once acquiring a skill, they do not want to delay another. The worker adapts to level three with an infrequent trip to level two. Worker righteousness is just the opposite it motivates people to exposit on change by desire challenges, purpose ways to achieve ends. train one is the leader of changing technology, finding ways to create efficiency. Reaction to susceptibility The efficiency of advancing technology is forcing change.It is up to the individual or business to decide which side of change they want to be on, the leading edge or trailing edge. The leading edge is exciting while the trailing edge is a drag. playing catch-up d rains motivation while leaders of change inspire motivation. With todays changing technology, an individual must be willing to aban dod old skills and learn new ones. The ability to adapt is achieved through self-development programs. Because level one thrives on change, they adapt to whatsoever methods ca-cas things do with the least amount of effort.This brings us to work habits. In level one, management and front line workers, together, are distinct for ways to figure and prevent problems. Decisions are made on the front line where alternative methods are analyzed. Being able to prevent problems is a motivating force. In level three management makes all decision, as a result, management must find ways to solve all problems and find alternative methods. Front line employees may be aware conflicts, but they dont have the authority to take action and have intimate not to be concerned.Supervisors are unless concerned with elements that management thinks are important. below c ommand-and-control leadership, management considers the opinions or concerns of people on the front line to be trivial. As a result, management takes action unaccompanied when problems become too big to ignore. If workers have conflicts with their supervisors, they will find ways to increase the magnitude of problems, creating a combative environment. A downward spiral of management implementing more control and workers resisting control develop.Under worker responsibility, management and workers unite to prevent or solve problems. Team promptElementary problems are prevented or puzzle out at the source. Getting the job done is the primary goal of management and workers. Dependency of AuthorityElementary are dealt with by management when life-size enough to be recognized. Abused WorkersLack of leadership skills and the desire for power creates elementary problems. Managers digest on worker control. Getting the job done is down the list. Workers goal is to find ways to do litt le as possible. Command and Control Leadership Problems are always out of control. Reaction to acquisition Habits In level two, young workers are establishing work habits, developing attitudes and learning a professional skill. Out of training and on the job, motivation level will depend on the leadership style they work under. Under command-and-control leadership, ambitions will be associated with maintaining the status quo. Under worker responsibility, ambitions will be associated with opportunity. They will continually expand their skills as the need or as opportunity arises.Reaction to Goals Self-motivated people are goal motivated. Once they conquer one goal, they establish another. Every goal is a learning process that requires all the elements in level one. Companies that withdraw and keep this type of person perch on the leading edge of technology. The chief operating officer is a visionary in node service and employee leadership. The employees goals are the same as the CEOs. If the CEO desires control, accordingly he will lead in such a way that trains subordinates to lead by control. As a result, the employees goals are quitting time and payday. Reaction to RecognitionRecognition is important it builds positive self-esteem. By itself, its benefits are short lived. Long-term benefits are achieved when the employee feels the job could not have been done without them. This means they were faced with a challenge, which means, they had the responsibility and authority to take action. This environment is found in level one. Self Motivated Projects Self-motivated projects is the ability to start and finish what one has started. Most people, working alone, do not finish what they start. The ability to finish ambitious projects is the secret to being a winner.First want is interest, then asking questions which inspires the learning process. With information, a challenge is presented and a goal set. When action is taken, the barriers of persistence, risk, fear and failure become a challenge by itself. Self-motivated projects are difficult because no one cares if they succeed, which is another barrier. This is wherefore most people quit before they get a good start. People, who find ways to overcome barriers and hang in there, are the winners. They develop skills and confidence, which are needful steps to larger projects.Team Motivated Projects Everyone can be inspired to achievement in a team-motivated environment. With a common goal, team members support each other until conquest is achieved. In this environment, others do care and team members are needed for achieving the goal. For this reason, team motivation is extremely powerful. The exchange of ideas, information and testing the results, adds to the motivating force. As a result, each member seeks to be a leader of quality input. Q. 6 Fashion4now is a famous and old magazine. The top management decides to start the e- edition of the magazine.They also decide the spe cify the policies and culture of Fashion4now To start implementing this change, they frequently call come acrosss of employees. They have also formed groups at different levels to clarify doubts and explain the locating of change. Analyze the situation in the context of organizational change and elaborate why the top management is following the discussed practices and what access is most evident in the context. Typically, the model of organizational change is in regard to organization-wide change, as opposed to gnomisher changes such as adding a new person, modifying a program, etc.Examples of organization-wide change might include a change in mission, restructuring operations (e. g. , restructuring to self-managed teams, layoffs, etc. ), new technologies, mergers, major collaborations, rightsizing, new programs such as Total Quality Management, re-engineering, etc. Some experts refer to organizational transformation. oft this term designates a fundamental and radical reorient ation in the way the organization operates. The levels of organizational change Perhaps the most difficult decision to make is at what level to start.There are four levels of organizational change First lets describe these levels, and then under what circumstances a business should use them. level 1- shaping and anticipating the time to come At this level, organizations start out with some assumptions about the business itself, what it is good at, and what the early will be like. Management generates substitute scenarios of the early, defines opportunities based on these possible hereafters, assesses its strengths and weaknesses in these scenarios changes its mission, measurement system etc.More information on this is in the next article, pitiful from the early to your Strategy. Level 2 defining what business (as) to be in and their Core Competencies legion(predicate) attempts at strategic planning start at this level, either assuming that 1) the future will be like the pas t times or at least foreseeable 2) the future is embodied in the CEOs vision for the future or 3) management doesnt know where else to start 4) management is too afraid to start at level 1 because of the changes needed to really meet future requirements or 5) the only mandate they have is to refine what mission already exists.After a mission has been defined and a drudgery (strengths, weaknesses, opportunities and threats) analysis is completed, an organization can then define its measures, goals, strategies, etc. More information on this is in the next article, Moving from the Future to your Strategy. Level 3 Reengineering (Structurally Changing) Your Processes Either as an aftermath or emergence of level one or two work or as an independent action, level three works tensiones on fundamentally changing how work is accomplished.Rather than focus on modest improvements, reengineering focuses on make major structural changes to everyday with the goal of substantially improving productivity, efficiency, quality or customer satisfaction. To read more about level 3 organizational changes, gratify see A write up of common chord Villages. Level 4 Incrementally Changing your Processes Level 4 organizational changes are focusing in making many small changes to existing work processes. Oftentimes organizations put in considerable effort into getting every employee focused on making these small changes, often with considerable effect.Unfortunately, making improvements on how a silly chew up for horse-drawn carriages is made will rarely come up with the idea that buggy whips are no longer essential because cars have been invented. To read more about level 4 organizational changes and how it compares to level 3, please see A Tale of Three Villages. Some General Guidelines to Organization-Wide Change 1. Consider using a consultant. operate the consultant is highly experienced in organization-wide change. Ask to see references and check the references. 2. astray communicate the potential need for change.Communicate what youre doing about it. Communicate what was done and how it worked out. 3. Get as much feedback as practical from employees, including what they think are the problems and what should be done to reason them. If possible, work with a team of employees to manage the change. 4. Dont get wrapped up in doing change for the sake of change. Know why youre making the change. What goal(s) do you hope to accomplish? 6. Plan the change. How do you plan to reach the goals, what will you need to reach the goals, how long might it take and how will you know when youve reached your goals or not?Focus on the coordination of the departments/programs in your organization, not on each part by itself. Have someone in charge of the plan. 7. End up having every employee ultimately reporting to one person, if possible, and they should know who that person is. Job descriptions are often complained about, but they are effectual in specifying who reports to whom. 8. Delegate decisions to employees as much as possible. This includes granting them the authority and responsibility to get the job done.As much as possible, let them decide how to do the project. 9. The process wont be an aha It will take longer than you think. 10. preclude perspective. Keep focused on meeting the needs of your customer or clients. 11. translate care of yourself first. Organization-wide change can be highly stressful. 12. Dont seek to control change, but rather to expect it, understand it and manage it. 13. Include closure in the plan. have a go at it and celebrate your accomplishments. 14. Read some resources about organizational change, including new forms and structures