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Set1-AKA - MB0022 Management Process and Organizational Behaviour

The document discusses the key functions of management in organizations: 1. Planning, organizing, directing, and controlling are the core functions managers perform to efficiently utilize organizational resources including people, technology, facilities, information, and money. 2. Organizing involves analyzing activities, decisions, and relationships to structure the organization and assign roles. It includes determining main functions, sub-functions, required positions, and departmentalization. 3. Directing includes issuing instructions, supervising workers, motivating employees, communicating plans, and providing leadership to achieve performance targets. 4. Controlling establishes standards, measures performance, analyzes variances from standards, and takes corrective actions such as revising standards or re

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0% found this document useful (0 votes)
226 views12 pages

Set1-AKA - MB0022 Management Process and Organizational Behaviour

The document discusses the key functions of management in organizations: 1. Planning, organizing, directing, and controlling are the core functions managers perform to efficiently utilize organizational resources including people, technology, facilities, information, and money. 2. Organizing involves analyzing activities, decisions, and relationships to structure the organization and assign roles. It includes determining main functions, sub-functions, required positions, and departmentalization. 3. Directing includes issuing instructions, supervising workers, motivating employees, communicating plans, and providing leadership to achieve performance targets. 4. Controlling establishes standards, measures performance, analyzes variances from standards, and takes corrective actions such as revising standards or re

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Ambrish
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MB0022 SET- 1 FALL 2009

ASSIGNMENTS- MBA Sem-I


Subject code MB0022

Set 1
Subject Name: Management Process and Organizational Behavior

Note: Each question carries 10 Marks. Answer all the questions.

Q.1 “Today managers need to perform various functions”: Elaborate the statement.

Managers create and maintain an internal environment, commonly called the


Organization, so that others can work efficiently in it. A manager’s job consists of
planning, organizing, directing, and controlling the resources of the organization. These
Resources include people, jobs or positions, technology, facilities and equipment,
Materials and supplies, information, and money. Managers work in a dynamic
environment and must anticipate and adapt to challenges.

The manager looks after more than one function. Therefore, managerial practices used
Successfully in big firms cannot be blindly used in small-scale units. Basic managerial
Functions in large and small business are the same. But the manner in which these
Functions should be carried out can be different.

Managing starts with planning. A manager with a definite and well-defined plan has
more chances of success than another who tries to start an Enterprise without planning.
According to Killen” planning is the process of Deciding in advance what is to be
done‚who is to do it‚how it is to be done and When it is to be done’’. Planning involves
thinking and decision and is, therefore, called a logical process. Planning is a
continuous process as changes in plans have to be Made from time to time to take care
of changing environment. Many a times, a vague approach is adapted to planning in a
small firm. There is a false impression that small Firms are uncomplicated and do not
require planning. The small-scale manager does not want to engage his employees in
the planning process due to the desire to keep the secrets with him. Personal
accountability for results, lack of expert staff and not having planning skills are other
major obstacles to planning in small firms. The owner or manager of a small enterprise
is too involved in day-to-day operation to try planning before comencing actual
operation. But they need pre-planning most because small firms have limited resources
to conquer their upcoming problem and cannot afford to finance losses that can take
place while adjusting to unanticipated happenings/changes.
A manager needs an enterprise which can achieve the business objectives. During the
function of organizing he leads human resources to successful completion of the
project, arranging the functions and activities into different levels in the organization
structure, thus facilitating the assignments of personnel according to their
capabilities,skills and motivation. According to Peter F. Drucker the process of
organizing consists of three steps - activities analysis, decisions analysis and relation
analysis.

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MB0022 SET- 1 FALL 2009

(i). Activities Analysis: It consists of the following:

a) Determining the main functions for achieving the objectives of the firm.
b) Various sub-functions in each major function.
c) Amount of work in each major function and its sub-function.
d) The position required to perform the activities.

(ii) Decisions Analysis: It consists of the following:

a) Choosing the basis of departmentalization so that functions could be grouped


intospecialized units. Generally, functional departmentation is appropriate for small-
scale units. Customers, Products and territories are other important base of
departmentalization.

b) Choosing the type of organization structure so that departments are incorporated into
a formal structure.

(iii) Relations Analysis: The authority, responsibility and accountability of every position
and its relationship with other positions are clearly defined. Various positions are
manned with persons having the necessary education, training, experience and other
qualifications.

To obtain best possible benefit from each employee it is necessary to delegate


functions as far-down in the organization as possible. Owners of small firms are
oftenreluctant to delegating authority to their employees even though they expect them
to do
all functions allocated to them that require authority. For effective completion of tasks, it
is necessary that responsibility accompanies the necessary authority.
DIRECTING
In directing a manager has to supervise, guide, lead and motivate people so that they
can achieve set targets of performance. In the process of directing his subordinates, a
manager ensures that the employees fulfill their tasks according to the set plans.
Directing is the executive function of management because it is concerned with the
execution of plan and policies. Directing commences organized action and sets the
whole organizational machinery into action. It is, therefore, the life giving function of an
organization. This is the area where the mastery of the art and science of management
is put to test. An manager’s leadership style determines the work atmosphere and
culture of the organization. Above all, he must motivate employees by setting a good
example, setting practical targets of performance and providing satisfactory monetary
and non- monetary benefits.

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MB0022 SET- 1 FALL 2009

In directing a manager has to perform the following tasks:


(a) Issuing orders and instructions
(b) Supervising workers
(c) Motivating i.e. inspiring to work efficiently for set objectives
(d) Communicating with employees regarding plans and their implementation.
(e) Leadership or influencing the actions or employees
CONTROLLING
Controlling is the process of ensuring that the organization is moving in the desired
direction and that progress is being made to wards the achievement of goals.
The answer to a profitable organization is the skill of the owner or manager to control
operations. He has to establish standards of performance, procedures, goals and
budgets. With these guides, he supervises job progress, workers performance and the
financial condition of the business. The controlling function of the owner manager
includes:
Setting of standards: - Control presumes the existence of standards against which
actual results are to be evaluated. Standards can not control on their own but they are
the targets against which actual performance can be measured. Therefore they should
be set clearly and accurately. They should be precise, adequate, and feasible.
Measurement of actual performance: - The actual performance is measured and
evaluated in comparison with the set standards. Preferably measurement should be
such that variation may be identified in advance of occurrence and prevented by
suitable action. Where work involved is of quantitative nature measurement of
performance is not difficult. But when the work is not quantifiable measurement
becomes difficult. Periodical reports test checks and audits are helpful in precise
measurement of performance Analysis of variances: - Comparison of actual
performance with standards will reveal variation. Variations are analysed to identify their
cause and their impact on the organization. Corrective action can be possible only
where the causes of the problem spots have been identified. Clarification may be called
for sudden variation. Taking corrective action: - Control means action on the basis of
measurement and evaluation of results. Wherever possible self- determining device
should be used for bringing back actual results in line with the standards. Standards

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MB0022 SET- 1 FALL 2009

should be revised wherever necessary. Other steps to prevent deviations can be


reorganization,
improvements in staffing and directions etc. The real meaning of control
lies in the commencement and follow-up of remedial action. At this stages control unites
with planning.
TIME MANAGEMENT
In managing an enterprise time is of essence especially for a small scale manager who
has to perform the dual role of an manager as well as of a manager in his business. The
manager can bring substantial changes in his firm’s performance by managing time
more efficiently. Management of time involves the following steps.
(i) Time Analysis: First of all a systematic study is made to find out the proportion of total
time spent by the manager and his workers on different activities.
(ii) Finding Critical Activities: Critical or vital activities should receive greater time.
Activities taking more than the justified time need to be identified. Irrelevant or time
wasting activities should be eliminated.
(iii) Time Allocation: A time schedule should be prepared. Proper time should be
allocated to each activity. The tasks one wants to do but for which he does not have
time should be noted.
(iv) Stick to Time Schedule: The most difficult step in time management is to complete
each activity within the schedule time period. For this purpose, it is necessary to
delegate task to subordinates, to organize every workday and to continuously evaluate
the time management system
Essentially, management implies distinct processes of Planning, Organizing, Directing,
and Controlling resources both human and material, to achieve an identified objective.

Q.2 “Skills are the tool for performance”-Explain various management skills.
Management in all business and human organization activity is simply the act of getting
people together to accomplish desired goals and objectives. Management comprises
planning, organizing, staffing, leading or directing, and controlling an organization (a
group of one or more people or entities) or effort for the purpose of accomplishing a

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MB0022 SET- 1 FALL 2009

goal. Resourcing encompasses the deployment and manipulation of human resources,


financial resources, technological resources, and natural resources.
Basic Skills of management
the main functions of the management are: planing, organising, controlling, leading.
Planning:
specifying oals to be achieved and perparing how to meet them
analysing current situation,gathering and analysing informations
Organizing:
Devising and allocating roles for respective position within the managers scope of work
obtaining and allocating resources
delegation assigning duties and responsibility to subordinates for results
defining the roles and authority of personnel
Leading:
motivating people to high performance, directing and communicating with people
assisting and insipire then toward achieving team and organizational goals
Controlling:
set and monitor performance the standard of porgress toward goals
identifying performance problems by comparing data against standards
control tools such as scheduling, charting techniques, standard operating
procedures(SOP), budgeting, disciplinary actions etc.
then besides those functions are important their have three management skills are
Important also which are technical, human, and conceptual skills.
Technical skills:
ability to understand and use the techniques, knowledge and tools to equipment of a
specific discipline or department

Human skills:
interpersonal~enable a manager to work effectively through people
Conceptual skills:
Important for top-level managers who must develop long range plans for future
gave a direction to a managers to determine the organization as unified whole and

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MB0022 SET- 1 FALL 2009

understand each part of the overall organization interacts with other department or
parts.

Q.3 What is negotiation? Explain the process of negotiation.


Negotiation is a dialogue intended to resolve disputes, to produce an agreement upon
courses of action, to bargain for individual or collective advantage, or to craft outcomes
to satisfy various interests. It is the primary method of alternative dispute resolution.
Negotiation occurs in business, non-profit organizations, government branches, legal
proceedings, among nations and in personal situations such as marriage, divorce,
parenting, and everyday life. The study of the subject is called negotiation theory.
Professional negotiators are often specialized, such as union negotiators, leverage
buyout negotiators, peace negotiators, hostage negotiators, or may work under other
titles, such as diplomats, legislators or brokers. Negotiation typically manifests itself with
a trained negotiator acting on behalf of a particular organization or position. It can be
compared to mediation where a disinterested third party listens to each sides'
arguments and attempts to help craft an agreement between the parties. It is also
related to arbitration which, as with a legal proceeding, both sides make an argument as
to the merits of their "case" and then the arbitrator decides the outcome for both parties.
There are many different ways to segment negotiation to gain a greater understanding
of the essential parts. One view of negotiation involves three basic elements: process,
behavior and substance. The process refers to how the parties negotiate: the context of
the negotiations, the parties to the negotiations, the tactics used by the parties, and the
sequence and stages in which all of these play out. Behavior refers to the relationships
among these parties, the communication between them and the styles they adopt. The
substance refers to what the parties negotiate over: the agenda, the issues (positions
and - more helpfully - interests), the options, and the agreement(s) reached at the end.
Another view of negotiation comprises 4 elements: strategy, process and tools, and
tactics. Strategy comprises the top level goals - typically including relationship and the
final outcome. Processes and tools include the steps that will be followed and the roles
taken in both preparing for and negotiating with the other parties. Tactics include more

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MB0022 SET- 1 FALL 2009

detailed statements and actions and responses to others' statements and actions. Some
add to this persuasion and influence, asserting that these have become integral to
modern day negotiation success, and so should not be omitted.
Skilled negotiators may use a variety of tactics ranging from negotiation hypnosis, to a
straight forward presentation of demands or setting of preconditions to more deceptive
approaches such as cherry picking. Intimidation and salami tactics may also play a part
in swaying the outcome of negotiations.
Another negotiation tactic is bad guy/good guy. Bad guy/good guy tactic is when one
negotiator acts as a bad guy by using anger and threats. The other negotiator acts as a
good guy by being considerate and understanding. The good guy blames the bad guy
for all the difficulties while trying to get concessions and agreement from the opponent
This is a unique combination framework that puts together the best of many other
approaches to negotiation. It is particularly suited to more complex, higher-value and
slower negotiations.
Prepare: Know what you want. Understand them.
Open: Put your case. Hear theirs.
Argue: Support your case. Expose theirs.
Explore: Seek understanding and possibility.
Signal: Indicate your readiness to work together.
Package: Assemble potential trades.
Close: Reach final agreement.
Sustain: Make sure what is agreed happens.
There are deliberately a larger number of stages in this process as it is designed to
break down important activities during negotiation, particularly towards the end. It is an
easy trap to try to jump to the end with a solution that is inadequate and unacceptable.
Note also that in practice, you may find variations on these, for example there may be
loops back to previous stages, stages overlapping, stages running parallel and even out
of order.
The bottom line is to use what works. This process is intended to help you negotiate,
but do not use it blindly. It is not magic and is not a substitute for thinking. If something
does not seem to be working, try to figure out why and either fix the problem or try

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MB0022 SET- 1 FALL 2009

something else. Although there are commonalities across negotiations, each one is
different and the greatest skill is to be able to read the situation in the moment and
adapt as appropriate.

Q.4 Explain Classical Conditioning Theory?


Classical conditioning is a form of associative learning that was first demonstrated by
Ivan Pavlov. The typical procedure for inducing classical conditioning involves
Presentations of a neutral stimulus along with a stimulus of some significance. The
neutral stimulus could be any event that does not result in an overt behavioral response
from the organism under investigation. Pavlov referred to this as a conditioned stimulus
(CS). Conversely, presentation of the significant stimulus necessarily evokes an innate,
often reflexive, response. Pavlov called these the unconditioned stimulus (US) and
unconditioned response (UR), respectively. If the CS and the US are repeatedly paired,
eventually the two stimuli become associated and the organism begins to produce a
behavioral response to the CS. Pavlov called this the conditioned response (CR).
Popular forms of classical conditioning that are used to study neural structures and
functions that underlie learning and memory include fear conditioning, eyeblink
conditioning, and the foot contraction conditioning of Hermissenda crassicornis.

Types
Forward conditioning

Diagram representing forward conditioning.

The time interval increases from left to right. During forward conditioning the onset of
the CS precedes the onset of the US. Two common forms of forward conditioning are

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MB0022 SET- 1 FALL 2009

delay and trace conditioning.


Delay Conditioning
In delay conditioning the CS is presented and is overlapped by the presentation of the
US
Trace conditioning
During trace conditioning the CS and US do not overlap. Instead, the CS is presented, a
period of time is allowed to elapse during which no stimuli are presented, and then the
US is presented. The stimulus free period is called the trace interval. It may also be
called the "conditioning interval"
Simultaneous conditioning
During simultaneous conditioning, the CS and US are presented and terminate at the
same time.
Backward conditioning
Backward conditioning occurs when a conditioned stimulus immediately follows an
unconditioned stimulus. Unlike traditional conditioning models, in which the conditioned
stimulus precedes the unconditioned stimulus, the conditioned response tends to be
inhibitory. This is because the conditioned stimulus serves as a signal that the
unconditioned stimulus has ended, rather than a reliable method of predicting the future
occurrence of the unconditioned stimulus.
The onset of the US precedes the onset of the CS. Rather than being a reliable
predictor of an impending US (such as in Forward Conditioning), the CS actually serves
as a signal that the US has ended. As a result, the CR is said to be inhibitory.
Temporal conditioning
The US is presented at regularly timed intervals, and CR acquisition is dependent upon
correct timing of the interval between US presentations. The background, or context,
can serve as the CS in this example.
Unpaired conditioning
The CS and US are not presented together. Usually they are presented as independent
trials that are separated by a variable, or pseudo-random, interval. This procedure is
used to study non-associative behavioral responses, such as sensitization.
CS-alone extinction

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MB0022 SET- 1 FALL 2009

Main article: Extinction (psychology)


The CS is presented in the absence of the US. This procedure is usually done after the
CR has been acquired through Forward conditioning training. Eventually, the CR
frequency is reduced to pre-training levels.
Q.5 How are culture and society responsible to built value system?
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 moral code. The values identify those objects, conditions
or characteristics that members of the society consider important; that is, valuable. One
or more people can hold a value system. Likewise, a value system can apply to either
one person or many. Groups, societies, or cultures have values that are largely shared
by their members. The values identify those objects, conditions or characteristics that
members of the society consider important; that is, valuable.
A personal value system is held by and applied to one individual only.
A communal or cultural value system is held by and applied to a
community/group/society. Some communal value systems are reflected in the form of
legal codes or law.
The values of a society can often be identified by noting which people receive honor or
respect. Values are related to the norms of a culture, but they are more general and
abstract than norms. Norms are rules for behavior in specific situations, while values
identify what should be judged as good or evil. Flying the national flag on a holiday is a
norm, but it reflects the value of patriotism. Wearing dark clothing and appearing solemn
are normative behaviors at a funeral. They reflect the values of respect and support of
friends and family. Different cultures reflect different values. "Over the last three
decades, traditional-age college students have shown an increased interest in personal
well-being and a decreased interest in the welfare of others. Values seemed to have
changed, affecting the beliefs, and attitudes of college students. Members take part in a
culture even if each member's personal values do not entirely agree with some of the
normative values sanctioned in the culture. This reflects an individual's ability to
Synthesize and extract aspects valuable to them from the multiple subcultures they
Belong to. If a group member expresses a value that is in serious conflict with the

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MB0022 SET- 1 FALL 2009

Group’s norms, the group's authority may carry out various ways of encouraging
Conformity or stigmatizing the non-conforming behavior of its members. For example,
imprisonment can result from conflict with social norms that have been established as
law.

Q.6 Write short notes on


1. Locus of control
2. Machiavellianism

Locus of Control: It is a term in psychology which refers to a person's belief about


what causes the good or bad results in his or her life, either in general or in a specific
area such as health or academics. Locus of control refers to the extent to which
individuals believe that they can control events that affect them. Individuals with a high
internal locus of control believe that events result primarily from their own behavior and
actions. Those with a high external locus of control believe that powerful others, fate, or
chance primarily determine events. Those with a high internal locus of control have
better control of their behavior, tend to exhibit more political behaviors, and are more
likely to attempt to influence other people than those with a high external locus of
control; they are more likely to assume that their efforts will be successful. They are
more active in seeking information and knowledge concerning their situation.
One's "locus" (Latin for "place" or "location") can either be internal (meaning the person
believes that they control their life) or external (meaning they believe that their
environment, some higher power, or other people control their decisions and their life).
Machiavellianism: Machiavellianism has tremendous influence on modern business
communities, especially in the U.S.A. and European countries. Businessmen today, it is
said, prefer to follow the directions of pragmatism and expediency rather than the
dictates of individual conscience. In principles and practices, Indian management by
and large follows the Western line. Therefore, the question arises whether
Machiavellian influences are perceptibly high on Indian managers. This question is
more relevant in the light of a few surveys conducted on the ethical attitudes of Indian
managers. These identified a clear contrast between their expressed behaviour and
wanted attitudes. The present study on the attitudes of managers from the major cities

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MB0022 SET- 1 FALL 2009

of India concludes that Niccolo Machiavelli inspires and influences Indian managers, but
has not become the final determinant in their decision-making.
Machiavellianism is also a term that some social and personality psychologists use to
describe a person's tendency to deceive and manipulate others for personal gain.
Machiavellianism is one of the three personality traits referred to as the dark triad, along
with narcissism and psychopathy. Some psychologists consider Machiavellianism to be
essentially a subclinical form of psychopathy.

AMBRISH KUMAR ATRAY

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