Set1-AKA - MB0022 Management Process and Organizational Behaviour
Set1-AKA - MB0022 Management Process and Organizational Behaviour
Set 1
Subject Name: Management Process and Organizational Behavior
Q.1 “Today managers need to perform various functions”: Elaborate the statement.
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.
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.
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.
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
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
understand each part of the overall organization interacts with other department or
parts.
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
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.
Types
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
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.
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.