ORGANIZATION &

MANAGEMENT
MD SAIDUL ALAM RAJAN

ABSTRACT
All are samples- Writers are not liable for these
Questions and Answers

2023
ORGANIZATION & MANAGEMENT MODULE A

Identify and describe the major components of the organization‘s internal and external
environments, their effects, significance, and impact on an organization; Formal and Informal
Organization, Developing a Sound Organizational Climate. Organizational Structure &
Design, Technology & People, Quality of Work Life; Organizational Behavior in the context
of banks and non-bank financial institutions.

What do you mean by formal organization and informal organization?

What are the weaknesses of informal organization? Is informal
organization necessary? Give reasons.
Answer: An organization is a group of individuals coordinated into different levels of authority and
segments of specialization for the purpose of achieving goals and objectives of the organization. In other
words, organization is simply people working together for a common goal.
 Formal Organization: An organization is said to be formal organization when the two or more
than two persons come together to accomplish a common objective, and they follow a formal
relationship, rules, and policies are established for compliance, and there exists a system of
authority.
 Informal organization: An informal organization which is formed under the formal organization
as a system of social relationship, which comes into existence when people in an organization,
meet, interact and associate with each other.
Weakness of Informal Organization: Informal organizations possess the following potential
disadvantages and problems that require astute and careful management attention.
 Resistance to change: Informal groups can create resistance to the rules or strategies set by the
management and cause difficulty in implementation.
 Role conflict: Informal grouping gives rise to conflicts because multiple people tend to boss each
other.
 Rumor: With communication between different members across departments, there are chances
of rumors getting spread quickly.
 Conformity: Social control promotes and encourages traditionalism among informal group
members, thereby making them reluctant to act too aggressively or perform at too high a level.
Necessity of Informal Organization: Yes Informal organization is necessary because the informal
organization helps the organizational members to develop some interconnection among them and thereby
it tries to create effective work teams out of them.
 Information is exchanged between groups and people quickly because the lines of communication
are not defined.
 Quick feedback is received.
 Job satisfaction is attained because the social needs of the members are fulfilled, thus leading to
stability in the organization.
 People in an organization are diverse, and so are their needs, which cannot be fulfilled by the
formal design of the organization.
 They provide the members with an opportunity to build status and social interaction and enable
them to overcome identity crises. It also provides an audience to listen to and reach out to.

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ORGANIZATION & MANAGEMENT MODULE A

Explain how an informal organization affects an organization both

favorably and adversely/advantage and disadvantage.
Answer:
Advantages of Informal Organization:
 Instill a sense of unity and solidarity among members.
 This leads to job satisfaction and stability in the organization.
 An effective means of rapid communication.
 Compensate limitations imposed by formal structure.
 Workers benefit from the emotional security provided by the informal organization.
 Use to understand the grievances of employees.
Disadvantage of Informal Organization:
 Resistance to change: Informal groups can create resistance to the rules or strategies set by the
management and cause difficulty in implementation.
 Role conflict: Informal grouping gives rise to conflicts because multiple people tend to boss each
other.
 Rumor: With communication between different members across departments, there are chances
of rumors getting spread quickly.
 Conformity: Social control promotes and encourages traditionalism among informal group
members, thereby making them reluctant to act too aggressively or perform at too high a level.

What are key forces/elements of Organizational behavior? As a unit

manager of X Bank how can you apply these forces?
Answer: The four elements or key forces of organizational behavior are people, structure, technology, and
the external environment. By understanding how these elements interact with one another, improvements
can be made.

As a unit manager of a bank, a positive and productive work environment can be created by applying the
four elements of organizational behavior.

By using People:

 Encourage individuals to work hard by providing clear expectations regarding the objectives and
goals.
 By providing freedom, good motivation can be created among employees for work.
 Acknowledge and appreciate employees work and award them for their success.
 Encourage teamwork and collaboration among employees.
 Establish open channels of communication to ensure the exchange of information, ideas, and
feedback within the team.
 Foster an atmosphere of trust and mutual respect among team members.
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ORGANIZATION & MANAGEMENT MODULE A

By Modify Structure:
 Establish clear rules and responsibilities so that employee can understand their work & goal easily.
 Create less hierarchy so that employee could engage with the decision maker directly and share
their ideas and strategy for the goal.
 Remove all the barrier within the department so that every employee could share their knowledge
to each other.
By Improving Technology:
 By improving technologies enables remote work, flexible arrangements, and virtual teams.
 By facilitating them a good communicational media
 It also affects the distribution of tasks, roles, and responsibilities within the organization.
Create Friendly Environment:
 Set a positive example through your actions and behavior.
 Demonstrate the desired values, ethics, and work standards for others to follow.
 Create opportunities for employees to learn from each other and appreciate differences.
 Encourage a healthy work-life balance by offering flexible work arrangements, promoting
wellness programs, and recognizing the importance of employee well-being.
As a manager by applying these key forces of organizational behavior, a positive and productive work
environment cab be created which will enhance employee engagement and performance, and contribute
to the overall success of the Bank.

Describe in brief the fundamental concepts those are the basis of

Organizational Behavior. Have these concepts applicability in the context
of Bangladesh? Justify your answer.
Answer: Organizational behavior starts with a set of fundamental concepts revolving around the nature of
people and organizations with regard to people, they are 6 basic concept:
 Individual difference: every individual in this art the different from others. From the birth each
person is unique and life experience make them more different than others.
 Perception: perception defines that two people can do same work in different way because of their
experience uniqueness knowledge are different from others.
 A whole person: an employee’s personal life is not detached from his working life. So both lips
cannot be separated. Every manager should see an employee as a whole person.
 Motivated behavior: Some motivations are necessary to enrich the quality of work. A path toward
increased need fulfillment is the better way to enhance the quality of work.
 Desire for involvement: to prove themselves every employee is actively seeking opportunities to
work to involve in decision-making problems. They hunger for the chance to share what they know
and to learn from the experience.
 Value of the person: every employee want to be treated with carrying respect, dignity, and other
things by their employers and society.

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ORGANIZATION & MANAGEMENT MODULE A

The fundamental concepts of organizational behavior are highly applicable in the context of Bangladesh,
as they provide valuable insights into understanding and managing individuals, groups, and organizations
within the country. Here are a few ways in which these concepts can be relevant
 Bangladesh has a large and young workforce. Recognizing and valuing individual differences can
help organizations tap into the unique strengths and talents of employees, fostering innovation and
creativity.
 Organizations that prioritize effective communication can bridge cultural differences, build trust,
and foster collaboration among employees.
 Leadership styles that blend traditional hierarchical structures with participative and empowering
approaches can resonate well in Bangladesh.
 Emphasizing ethical practices, social responsibility, and inclusiveness can align organizational
culture with societal expectations and contribute to long-term sustainability.
In conclusion, the fundamental concepts of Organizational Behavior have significant applicability in the
context of Bangladesh. By understanding and applying these concepts, organizations in Bangladesh can
address unique challenges, leverage the diversity of the workforce, enhance employee motivation and
engagement, and create a positive and productive work environment.

Discuss elaborately the key forces of Organizational Behavior. Among the

key forces which one is the most important force? Give reasons for your
answer.
Answer: The key elements in organizational behavior are people, structure, technology and the external
elements in which the organization operates. When people join together in an organization to accomplish
an objective, some kind of infrastructure is required. People also use technology to help get the job done,
so there is an interaction of people, structure and technology. In addition, these elements are influenced
by the external environment, and they influence it.
Important Key Force/ Elements: It is difficult to identify a single key element of organizational behavior
as the most important, as all elements are interconnected and influence one another. Each element plays a
crucial role in understanding and managing individuals, groups, and organizations within the context of
organizational behavior. Each of these factors has its different ways in which they influence organizational
behavior to a significant extent. However, the significance of each element may vary based on specific
situations and organizational contexts.
That said, some argue that organizational environment is often considered a critical element of
organizational behavior. Organizational environment sets the tone and influences employee behavior,
attitudes, and performance within the organization. It includes shared values, beliefs, norms, and customs
that guide employees' actions and decisions. A strong and positive organizational environment can foster
employee engagement, teamwork, and alignment with organizational goals. However, it is important to
recognize that other elements such as people, Technology, and organizational structure also have a
substantial impact on organizational behavior.
In reality, all elements of organizational behavior are interconnected and collectively shape the
behavior and performance of individuals and groups within an organization. It is crucial for managers and
leaders to consider and address each element to create a harmonious and productive work environment.

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ORGANIZATION & MANAGEMENT MODULE A

Briefly discuss the models of organizational behavior. How do you find

their applicability in Bangladesh?
Answer: Models are the techniques which help us to understand complex things and ideas in a clear
manner. All the models of organizational behavior are broadly classified into four types:
 Autocratic Model: The basis of this model is
Autocratic
Model
power with a managerial orientation of authority.
 Custodial Model: The basis of this model is
economic resources with a managerial orientation
of money.
 Supportive Model: The basis of this model is
Collegial
Model
ORGANIZATIONAL
BEHAVIOUR
Custodial
Model
leadership with a managerial orientation of
support.
 Collegial Model: The collegial model is an
extension of the supportive model. As the literal
meaning of the work 'college' means a group of
Supportive persons having the common purpose.
Model

Applicability organizational behavior models in Bangladesh: There are several models of organizational
behavior that help explain and analyze the dynamics of behavior within organizations. Three widely
recognized models are the autocratic model, the custodial model, the supportive model and the collegial
model. Let's explore each model and discuss their applicability in the context of Bangladesh.
Autocratic Model: In Bangladesh, the autocratic model may still be observed in some traditional and
hierarchical organizations. However, as the country progresses and embraces more participative and
inclusive practices, the applicability of the autocratic model is diminishing.
Custodial Model: In the context of Bangladesh, where economic stability and job security are highly
valued, the custodial model can still be observed in some organizations. However, as the workforce
becomes more educated and seeks higher-order needs, the applicability of the custodial model alone may
be limited. Employees are increasingly looking for meaning, growth opportunities, and a positive work
environment in addition to financial rewards.
Supportive Model: In Bangladesh, where interpersonal relationships, harmony, and well-being are highly
valued, the supportive model can be particularly applicable. It can contribute to enhancing employee
satisfaction, motivation, and overall organizational performance.
Collegial Model: The collegial model has the potential to positively impact organizational behavior in
Bangladesh. Embracing the collegial model can lead to improved employee satisfaction, increased
innovation, and enhanced organizational performance in Bangladesh.
In conclusion, while elements of the autocratic and custodial models may still be observed in some
organizations in Bangladesh, the applicability of these models is decreasing as the country progresses.
The supportive model and the collegial model, which emphasizes creating a positive work environment
and addressing social and psychological needs, aligns well with the cultural values and aspirations of
Bangladeshi employees. However, it is essential for organizations to assess their specific contexts,
organizational culture, and employee needs to determine the most appropriate model or combination of
models to apply.

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ORGANIZATION & MANAGEMENT MODULE A

What is meant by quality of work life (QWL)? How can you improve the
quality of work life (QWL)?
Answer: Quality of work life refers to the favorableness or un-favorableness of the job environment of an
organization for its employees. QWL program is a combination of activities that are undertaken by an
organization with a view to improving the conditions of human resources, which affects an individual‘s
experience with an organization.

By QWL programs organization recognizes their responsibility to develop jobs and working conditions
that are excellent for human resources as well as for the economic health of the organization. The major
criteria for improving and measuring Quality of Work Life include:

 Open Communication: An organization can gives free access to the information, which are
very much needed by the human resources for their decision making.
 Equitable Reward Systems and Adequate Compensation: organization must evaluate the
adequacy and rationale are pay and benefits in terms of helping human resources.
 Safe and Healthy Environment: Human resources who spend a lot of time at their workplace
consider it an important factor so it need to be safe and healthy.
 Opportunity for Careers Growth: Organization must take it in consideration that an individual
is satisfied with his career.
 Opportunity to Develop Human Capabilities: Organization should help individual to develop
their skills, knowledge and abilities and undertake.
 Social Integration in the Work Place: Organization must find the opportunity to relate their
human resources to others and ensures the existence of equal opportunity.
 Constitutionalism: The constitutionalism can be considered as hygiene factor though it may
not satisfy or motivate but the absence of it definitely felt by them and may have adverse effect.
 Work and Quality of Work: Organization needs to maintain a balance between work and life
away from work.
 Social Relevance: For increasing QWL organization need to be viewed as socially responsible
by the developing and implementing its policies concerning human resources, customers,
competitors and the community.

Quality of Work Life is the degree to which employees of an organization are able to satisfy their personal
needs through experience in the organization. It main aim is to create a work environment where
employees work in cooperation with each other and contribute to organizational objectives.

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ORGANIZATION & MANAGEMENT MODULE A

Define the behavioral approach of leadership style. Which one among

them do you think best for the organization?
Answer: Leadership is the ability of an individual or a group of people to influence and guide followers
or members of an organization, society or team. Leadership often is an attribute tied to a person's title,
seniority or ranking in a hierarchy.
Behavioral Approach of Leadership: The behavioral leadership theory focuses on how leaders behave,
and assumes that these traits can be copied by other leaders. Sometimes called the style theory, it suggests
that leaders aren’t born successful, but can be created based on learnable behavior. Behavioral theories of
leadership focus heavily on the actions of a leader—this theory suggests that the best predictor of
leadership success is viewing how a leader acts.
There are several key behavioral leadership styles identified within this approach, including:
 Autocratic: Autocratic leaders make decisions without consulting their team members and
typically rely on their own authority and control to direct the organization.
 Democratic: Democratic leaders involve their team members in decision-making processes and
seek their input and feedback.
 Laissez-faire: Laissez-faire leaders adopt a hands-off approach and provide minimal guidance or
direction to their team.
 Transformational: Transformational leaders inspire and motivate their team members to achieve
exceptional performance.
 Transactional: Transactional leaders focus on the exchange between leaders and followers,
emphasizing rewards and punishments to motivate performance.
 Servant: Servant leaders prioritize the needs of their team members and aim to serve and support
them.
The best leadership style for an organization depends on various factors, including its culture, goals, the
nature of its work, and the preferences of its employees. A democratic or transformational leadership style
is often considered effective in many modern organizations. These styles encourage collaboration,
innovation, and employee engagement, leading to higher levels of job satisfaction, productivity, and
organizational success. However, the most suitable leadership style may vary based on specific
organizational circumstances and individual needs. It is essential for leaders to be flexible and adaptable
to meet the evolving demands of their organization and its members.
Distinguish between the Formal and the Informal Organization.
Answer:

Formal Organization Informal Organization

Hierarchy of Authority Hierarchy of Friendships
Division of Labor Division into Cliques
Formalization Informal Norms and Procedures
Impersonality Personal Relations
Formal Communication Informal Communication
Formal Leadership Informal Leadership

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ORGANIZATION & MANAGEMENT MODULE A

Explain the Difference between Internal and External Environment

Answer:

Internal Environment External Environment

All those factors that are present within All those factors that are present outside
Meaning the organization and have a direct the organization and which do not
impact on its operations directly influence its operation
Internal factors can be controlled by the External factors cannot be controlled by
Control
organization the organization
Offers Strengths and weaknesses Opportunities and threats
Effect of
Specific to the organization Industry-specific
changes

Impact on the Affects the operations, decisions and Affects growth, survival and
organization objectives of the organization profitability of the organization

Resources Physical, financial, human and

Micro and macro environment
Included technological resources

Discuss the key elements of Internal Environment and External

Environment.
Answer: The business environment can be commonly classified into:
 Internal environment and
 External environment
Key elements of Internal Environment: Elements/Factors of the General External
 Owners and Shareholders. Environment:
 Board of Directors.  Political factors
 Employees.  Economic factors
 Organizational Culture.  Sociocultural factors
 Resources of the Organization.  Economic factors
 Physical resources  Legal factors
 Financial resources  (Natural) Environmental factors
 Human resources  Demographic factors
 Informational resources  International factors
 Technological resources
 Organization‘s image/goodwill.

Key elements of External Environment: Elements of Industry Environment:

 Micro environment Suppliers. Customers & Buyers.
 Macro environment Regulators. Substitute Products.
 General Environment. Competitors & New Strategic Partners.
 Task / Industry Environment. Entrants.

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ORGANIZATION & MANAGEMENT MODULE A

Briefly discuss the difference between Hierarchical and Organic

Structure.
Answer:

Hierarchical structure Organic structure

A hierarchical organization is an organizational An organic organizational structure is

structure where every unit in the organization, characterized by an extremely flat reporting
except one, is subordinate to another unit. structure within an organization.

Mechanical organization structure emphasizes

It emphasizes on wide span of control.
on narrow span of control.

It follows hierarchy of command. Does not follow hierarchy of command.

There is an intensive division of labor and work The work is divided into general tasks and there
is divided into specific tasks. is little or no specialization.
People consider individual goals as different There is synchronization of individual goals
from organizational goals. with organizational goals.

Tasks are performed according to position in Tasks are assigned to people according to their
the hierarchy. capabilities and skills.

Tasks are performed according to discretions Tasks are performed through constant
and desires of managers at the top. interaction of people.

Communication is hierarchical orders, Communication is a network. It flows in all

instructions and commands flow from top to directions in the form of suggestions, advises
bottom. and information.

Mechanistic organization structure expects Organic organization structure expects

subordinates to obey and be loyal to superiors commitment to the organizational goals and not
and the organization. obedience from subordinates.

Control is exercised from the top. There is self-control.

Mechanistic organization structure is an Organic organization structure is more suitable

appropriate form of structure for organizations for organizations operating in a dynamic
operating in a stable environment. environment.

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ORGANIZATION & MANAGEMENT MODULE A

Discuss the characteristics/ attributes/ qualities of an Organization.

Answer: An organization is having the attributes of

 Purpose and objectives

 Coordination of people
 Specialization of activities
 Hierarchy of authority
Define the characteristics that has significant impact on an organization.
Answer: Climate characteristics that have been significantly impact an organization‘s bottom line
 Flexibility
 Responsibility
 Standards
 Rewards
 Clarity and team commitment
Discuss the techniques for a sound organizational climate.
Answer: The following techniques are generally helpful in improving the climate of the organization:
 Effective Communication System
 Concern for People
 Participative Decision Making
 Change in Policies, Procedures, and Rules
 Technological Changes
Discuss the key forces/ elements/ set of factors for a sound organizational
climate.
Answer: The nature of organizational climate will be clear from the following characteristics
 Individual autonomy
 Position structure: degree to which an employee has to follow rules, regulations and
procedures
 Reward system
 Support system
 Progress and development
 Conflicts
 Control
 Risk taking
 Quality of communication

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ORGANIZATION & MANAGEMENT MODULE A

Explain the features of organizational climate.

Answer:
 General expression of what kind of organization is, how to employee perceive, and have
opinion about the organization
 Differentiate from one organization to another
 Provide a separate image and identity of the organization
 Represent the quality of the internal environment
 It is built over long period of time
 Several dimensions such as leadership styles, philosophy of the management, attitudes and
approach, quality of the communication etc.
 Need for organizational climate
 Organizational climate serves as facilitator to organizational performance
 Organizational variables enables people to evaluate self and others to improve
 Variables included in the organizational climate serve as stimulant to employees activities
 Organizational factors shape and improve employee’s perception towards organization and
their jobs
 Organization climate has positive effect on employee attitude, behavior and in turn
performance.

Discuss the key forces/ elements/ set of factors and types of a sound
organizational structure.
Answer: Organizational structure’s six elements are the 6 building blocks that managers must use in
developing and structure organizational hierarchy. Elements of organizational structure are:
 Work Specialization,
 Departmentalization,
 Chain of Command,
 Span of control,
 Centralization vs. Decentralization &
 Formalization.

There are four types of general organizational structure implemented in the real world. Following are the
types of Organizational Structures:
 Functional Structure
 Divisional or Multidivisional Structure
 Flatarchy Structure
 Matrix Structure

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ORGANIZATION & MANAGEMENT MODULE A

Write down the advantages and disadvantages of Organizational

Structure.
Answer: An organizational structure is a system that outlines how certain activities are directed in order
to achieve the goals of an organization. These activities can include rules, roles, and responsibilities.

Advantages:
 Employees who work in a structure are well organized and grouped according to tasks and
functions
 Employees focus on specific work or mission
 It allows employees autonomy
 Each department operates as an independent company that work on its own aspects &
divisions and specify budgets to control its own resources
 It offers flexibility by allowing each employee to operate as if its own company,
 Sharing knowledge between the employees across different functional divisions
 Attaining strong communicational skills & understanding roles
 Broadening employees’ skills & knowledge, thus increasing professional company growth
 It allows innovative company-wide
 It eliminate red tape that might stall innovation in functional structure

Disadvantages:
 Individual creativity and originality can be affected by rigid fixation of duties and
responsibilities.
 Workers may be less willing to assume duties that are not formally part of their original
job.
 Too often fixed relationships and lines of authority seem flexible and difficult to adjust to
meet changing needs.
 They create anxiety among individual workers by putting too much pressure for routine
and conformity.
 They become very costly in terms of time and human dignity to enforce organizational
rules and regulations.
 Inter-personal communication may slow down or stop as a result of strict adherence to
formal lines of communication.
 Organizations fail to take into account the significant differences in workers as human
beings.

These deficiencies can be reduced through careful planning and efforts by supervisors to be responsive to
human problems created by formal organizational structures.
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ORGANIZATION & MANAGEMENT MODULE A

Briefly explain the principles of an Organization Structure.

Answer: The key principle of an organizational structure is how authority is passed down and around the
company. Understanding what everyone's roles and responsibilities are helps to create accountability for
individuals, teams and departments. Let’s discuss some important principles of organization explained
below:

 Principle of Unity of Objectives: The enterprise should set up certain aims for the achievement of
which various departments should work. A common goal so devised for the business as a whole
and the organization is set up to achieve that goal.
 Principle of Specialization: The organization should be set up in such a way that every individual
should be assigned a duty according to his skill and qualification.
 Principle of Coordination: The ultimate aim of the concern can be achieved only if proper co-
ordination is done for different activities.
 Principle of Authority: Authority principle refers to a person‘s tendency to comply with people
in positions of authority, such as government leaders, law-enforcement representatives, doctors,
lawyers, professors.
 Principle of Delegation: According to this principle, if a subordinate is given the responsibility to
perform a task, at the same time he should be given sufficient freedom and power to perform that
task effectively.
 Principle of Efficiency: Efficiency requires minimizing the number of unnecessary resources used
to produce a given output, including individual time and energy.
 Principle of Unity of Command: The concept of unity of command requires that each member of
an organization must report to one and only one leader.
 Principle of Span of Control: In simple words, span of control means a manageable number of
subordinates of a superior.
 Principle of Balance: The principle of balance states that there should be a proper balance between
the different parts of the organization.
 Principle of Personal Ability: According to this principle, the employees who are deployed should
be able to perform the tasks for which they are hired.
 Principle of Flexibility: The principle of flexibility states that an accounting information system
must be able to adapt to changes based on company needs, operations and management.
 Principle of Simplicity: The organizational structure should be simple so that it can be easily
understood by everyone.

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ORGANIZATION & MANAGEMENT MODULE A

Discuss the issues that an organization face in order to improve Quality of

Work Life (QWL).
Answer: While management wants to improve the facilities and financial benefits, the personnel
management task is to identify other specific issues of the Quality of Work Life regarding in his own
organization and work on them. These issues are:
 Pay and stability of employment: Employees must be paid their due share in the progress
and prosperity of the firm.
 Occupational stress: To reduce job- related stress, the organization must ensure the best
fit between employee capabilities and organizational requirements and thereby ensure
continued development of people at all levels.
 Organizational health program: The idea behind such health center is to develop mental
health by maintaining good physical health.
 Alternative work schedule: the alternative work schedules capable of enhancing the
quality of work life for some employees.
 Participative management and control of work: Participative management is the lifeblood
to QWL, which creates a feeling of commitment among the human resources, thus
improving QWL.
 Recognition: Recognition and appreciation is a magic work, which changes anyone‘s
attitudes towards anyone.
 Superior-Subordinator Relations: Relation between boss and subordinate is an important
aspect in improving total work culture, productivity and QWL of any organization.
 Grievance Procedure: Grievance procedure need to be handled carefully, because between
the two parties one is bound to dissatisfy.
 Adequacy of Resources: Adequate resources should be ensured to the human resources on
work.
 Seniority and Merit in Promotion and Employment: Management has to consider either
seniority or merits for promotion and employment.

Define the Strategies to implement QWL improvement program for an

organization.
Answer: Considering the major issues relating to quality of work life, different strategies have been
developed for its improvement. These are job redesign, job enrichment, job enlargement, career
development alternative work schedules etc.
Alternative Work Schedule:
 Flex time (giving human resources some control over their own work schedules)
 Part time employment
 Job sharing where two individuals share the same job, each working part of the day or week, and
 Work at home where the personnel are allowed to do at least part of their jobs at home.
Job rotation:
Job Rotation is a management approach where employees are shifted between two or more assignments
or jobs at regular intervals of time in order to expose them to all verticals of an organization.

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ORGANIZATION & MANAGEMENT MODULE A

Job Enlargement: Job enlargement means increasing the scope of a job through extending the range of
its job duties and responsibilities generally within the same level and periphery. Job enlargement involves
combining various activities at the same level in the organization and adding them to the existing job.
Job Enrichment: Job enrichment is a process that is characterized by adding dimensions to existing jobs
to make them more motivating. Examples of job enrichment include adding extra tasks, increasing skill
variety, adding meaning to jobs, creating autonomy, and giving feedback.
Benefits of Job Enrichment:
Individual: Organization: Society:
 Growth  Intrinsically motivated human  Full use of human
 Self-actualization resource resources.
 Job satisfaction  Better human resource  More effective
performance organizations
 Less absenteeism and turnover
Fewer grievances.
Job Characteristic Approach: The job characteristics model, designed by Hackman and Oldham, is based
on the idea that the task itself is key to employee motivation. Specifically, a boring and monotonous job
stifles motivation to perform well, whereas a challenging job enhances motivation.

Discuss the limitations and problems in implementing QWL program.

Answer: Though there is a strongest support in quality of work life program but still there are some
limitations and problems in its application. These are as follows:
 Management doesn’t feel to make improve if get satisfied with initial part of the QWL program.
 Managements doesn’t wants to spend extra money to update human resource for increasing
production.
 QWL program cannot be applied to all types of situations and all the levels equally.
 With highly automated technology of QWL program management could downsize human
resource.
 Cost is also a barrier to the improvement of QWL
 Update human resources to increase production means a loss of jobs.
 QWL program also may upset pay relationships
 QWL program is usually imposed on human resource by force.
 Sometimes there is no or less support to QWL program.
Explain the factors that to be considered for making effective QWL
program.
Answer: There are many contingency elements to consider when exploring the possibility of increasing
QWL program. So for implementing any QWL program management should always keep in mind the
following:
 Organizations need a better understanding of what human resource want.
 If productivity increases, make sure that human resources also benefited with that program.
 Provide more priority regarding the advices that employees make.
 Management should appreciated and recognized employee’s performance.

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ORGANIZATION & MANAGEMENT MODULE A

Define goals, basic concept and the three key concepts of organizational
behavior.
Answer: There are four goals or objectives of studying organization behavior:
 Describe
 Understand
 Predict
 Control
Organizational behavior starts with a set of fundamental concepts revolving around the nature of people
and organizations. With regard to people, there are six basic concepts:
 Individual Difference.
 Perception.
 A Whole Person.
 Motivated Behavior.
 Desire for Involvement.
 Value of the Person.
With regard to the nature of organizations, the three key concepts are that they are social systems, they
are formed on the basis of mutual interest, and they must treat employees
 Ethically.
 Social Systems.
 Mutual Interest.
 Ethics.
Discuss the nature of employee attitude and effect of employee attitude.
Answer: Employee attitude can be viewed as –
 Job Satisfaction.
 Elements.
 Individual Focus.
 Overall or Multidimensional.
 Stability of Job satisfaction.
 Environmental Impact.
 Importance.
 Level of Job Satisfaction.
 Job Involvement
 Organizational Commitment
Effect of Employee attitude:
 Employee performance.
 Turnover.
 Absence and tardiness.
 Theft.
 Violence.

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ORGANIZATION & MANAGEMENT MODULE A

List the basic criteria of Group Behavior in an organization.

Answer: Group behavior defines the way individuals are influenced by the thoughts, feelings, and
behaviors of others in a group. Basic criteria for a group include:

 Formal social structure

 Face-to-face interaction
 Two or more persons
 Common fate
 Common goals
 Interdependence
 Self-definition as group members
 Recognition by others

TEMPORARY
FORMAL
GROUP PARMANENT
INFORMAL

Explain the statement “Organizational Design: When and Why”

Answer: Organizational design and redesign can help any type of organization achieve its goals.
Sometimes, large-scale restructuring is required because more subtle changes in structures and systems
can ensure that an organization continues to grow.

Something has changed, either inside or outside the business: Some new technology, a rival could enter
in territory or significant law change could affect the business. Some factors are exciting, some are
worrying, but they all require feedback which means some change in the way you work is needed.

You have set new strategies or goals: An organization may make a strategic decision to approach its work
differently for several reasons which could also change the way we measure success.

The current design no longer works: Many aspects of change affecting an organization are gradual. When
reaches at the edge the organization is recognizes its needs to adapt some changes.

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ORGANIZATION & MANAGEMENT MODULE B

Management Function and Businesses; Define the management functions and business
processes that create value for an organization; Define the management functions and
business processes that create value for an organization; Identify management policies,
practices, and procedures that influence group and individual dynamics in organizations;
Patterns of Management Analysis. Internal Environment, External Environment and
Management Process (Planning, Staffing, Organizing, Leading and Controlling); Time and
stress management; The system and process of controlling – basic control process, critical
control points, standards, and benchmarking; Control techniques – budget as a control
technique, time-event network analysis, balanced scorecard.

What are the primary functions of business management? Explain in brief.

Answer: Management is how businesses organize and direct workflow, operations, and employees to
meet company goals. The primary goal of management is to create an environment that lets employees
work efficiently and productively.
Functions of management: At the most fundamental level, management is a discipline that consists of a
set of five general functions. Each function blends into the other & each affects the performance of others.
Those five general functions are:
 Planning: It is the basic function of management. It deals with drawing out a future course of
action & deciding in advance the most appropriate course of actions for achievement of pre-
determined goals.
 Organizing: It is the process of bringing together physical, financial and human resources and
developing productive relationship amongst them for achievement of organizational goals.
Organizing as a process which involves:
 Identification of activities.
 Classification of grouping of activities.
 Assignment of duties.
 Delegation of authority and creation of responsibility.
 Coordinating authority and responsibility relationships.
 Staffing: It is the function of managing the organization structure and keeping it managed. Staffing
involves:
 Manpower Planning
 Recruitment, Selection & Placement.
 Training & Development
 Remuneration
 Performance Appraisal
 Promotions & Transfer
 Directing: It is that part of managerial function which actuates the organizational methods to work
efficiently for achievement of organizational purposes. Direction has following elements:
 Supervision: Implies overseeing the work of subordinates by their superiors.
 Motivation: Means inspiring, stimulating or encouraging the sub-ordinates with
zeal to work.
 Leadership: Defined as a process by which manager guides and influences the
work of subordinates.
 Communication: Is the process of passing information, experience, opinion etc.
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ORGANIZATION & MANAGEMENT MODULE B

 Controlling: It is a process of comparing the actual performance with the set standards of the
company to ensure that activities are performed according to the plans and if not then taking
corrective action. Controlling has following steps:
 Establishment of standard performance.
 Measurement of actual performance.
 Comparison of actual performance with the standards and finding out deviation if
any.
 Corrective action.
Which are the major factors/ elements that should be included in Time
Management.
Answer: Time management is the process of planning and controlling how much time to spend on specific
activities. Good time management enables an individual to complete more in a shorter period of time,
lowers stress, and leads to career success. Major factors of time management are:
 Effective Planning: Strategic thinking and planning are one of the important element of time
management that gives clarity and direction.
 Setting goals and objectives: Set goals that are achievable and measurable. Use the SMART
method when setting goals.
 Setting deadlines: Setting time limitations for completing tasks helps you be more focused and
efficient.
 Delegation of responsibilities: Learn to say “NO” at workplace. Don‘t do everything on your own.
There are other people as well. One should not accept something which he knows is difficult for
him.
 Prioritizing activities as per their importance: Prioritize tasks based on importance and urgency.
For example, look at your daily tasks and determine which are:
 Important and urgent: Do these tasks right away.
 Important but not urgent: Decide when to do these tasks.
 Urgent but not important: Delegate these tasks if possible.
 Not urgent and not important: Set these aside to do later.
 Spending the right time on the right activity: Develop the habit of doing the right thing at the
right time. Work done at the wrong time is not of much use.
Remember that time management is a personal process, and what works for one person may not work for
another. Experiment with different techniques and strategies to find a system that suits personal needs and
preferences.

Write down the time wasters or barriers of time management.

Answer: Time wasters are those activities that we do that take away from our productivity at work and
our lives at home. Some common time wasters are:
 Poor communication (written and verbal)
 Procrastination
 Inability to say no
 Worry & stress
 The disorganized personality
 Failure to delegate
 Inadequate planning
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ORGANIZATION & MANAGEMENT MODULE B

Write down the Process of Time Management.

Answer: Time management is the process of planning and exercising conscious control of time spent on
specific activities, especially to increase effectiveness, efficiency, and productivity. The best time
management techniques improve the ways of work. The process of time management can be divided into
the following five steps:
 Set your own priorities
 Personal
 Professional
 Determine your goals for each priority
 Plan the steps for goal attainment
 Allocate time appropriately for each step
 Use time management tools/techniques

Explain with examples the time management matrix.

Answer: In simple terms, a time management matrix is a productivity tool. The time management matrix
helps us to organize the tasks, categorize them, and then do them according to their importance and
urgency. There are several methods available to us, David Allen‘s “Get Things Done (GTD)” and the
Stephen Covey’s Time Management Matrix are the most popular.
Quadrant 1: Urgent and important
First is the Quadrant of Urgency, where
you cover unexpected events, drop your
responsibilities, and focus on resolving
urgent matters. The items in this quadrant
may also be stressors due to their urgency
and importance.

Items that fall into Quadrant1 have

the following qualities:
 Impending deadlines
 Direct relation to time-sensitive
goals
 Involve alleviating immediate risk

Quadrant 2: Not urgent but important

This Quadrant is not as urgent as the first one, but the tasks as just as important. They don’t require
immediate action and don’t mess with the deadlines and other tasks.

Some Quadrant2 items may have the following qualities:

 Require planning or additional steps

 Direct relation to overall goals

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ORGANIZATION & MANAGEMENT MODULE B

Quadrant 3: Urgent but not important

In this Quadrant, you’ll find the less critical tasks. All those urgent little matters that come to us only to
take off our quality work time. It can be meetings, phone calls, e-mails, or interruptions that don’t allow
you to be productive.

Some of the following qualities of Quadrant3 are:

 Result of poor planning of items in Q1 and Q2
 Interrupting productivity
 Distraction
Quadrant 4: Not urgent and not important
The Quadrant four is not urgent, not important, which means it’s just pure waste. It is important to
identify which items belong in this quadrant so you know which tasks to classify as lowest priority.

These items typically have the following qualities:

 Cause the least amount of stress
 Not directly related to overall or time-sensitive goals

By regularly reviewing and prioritizing tasks using the Time Management Matrix, we can improve our
ability to allocate time effectively, reduce stress, increase productivity, and focus on what truly matters
in our personal and professional life.

What are the Benefits of using the Stephen Covey Time Management
Matrix?
Answer: Using the Stephen Covey Time Management Matrix offers several benefits for individuals
seeking to enhance their productivity and prioritize their tasks effectively. Here are some key advantages:
 Increased productivity: By investing time in planning, preparation, and proactive activities, the
Time Management Matrix assists us become more productive. Having an organized and prioritized
list of tasks can help you complete more and the most vital tasks in the same amount of time.
 Habits: Using this matrix can help you identify which quadrants you spend most of your time in
and assess your own behavior. You can then develop new habits of focusing only on Q1 and Q2
items.
 Work-life balance: With more effective habits at work, we can devote more time to the activities
that are important to our outside of work.
 Improved planning abilities: The Time Management Matrix provides a valuable framework for
decision making. It helps you evaluate tasks and determine whether they align with our goals and
priorities.

Time Management Matrix serves as a practical tool for individuals to assess, prioritize, and allocate their
time more effectively. By embracing its principles, you can enhance productivity, reduce stress, achieve
your goals, and lead a more fulfilling life.

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ORGANIZATION & MANAGEMENT MODULE B

Define stress. Does stress influences job performance.

Answer: Stress can be defined as a state of worry or mental tension caused by a difficult situation. Stress
is a natural human response that prompts us to address challenges and threats in our lives. Everyone
experiences stress to some degree. There is emerging evidence that in some situations an organization can
be held legally liable for the emotional and physical impact of job stress. Poor working conditions,
sustained conflicts with supervisors, traumatic events, or intentional harassment of employees sometimes
results in anguish, neuroses, or even suicide.
Extreme Products of Stress:
 Burnout: Burnout is a state of physical and emotional exhaustion. It can occur when you
experience long-term stress in your job, or when you have worked in a physically or emotionally
draining role for a long time. Common signs of burnout: Feeling tired or drained most of the time.
 Trauma: Traumatic stress is a common term for reactive anxiety and depression. It occurs when
someone feels a major threat to his security. Three types of trauma that have achieved notoriety in
recent years-
 Workplace trauma,
 Lay off survivor's sickness, and
 Post-traumatic stress disorder
Causes of Stress:
The major sources of employee stress are evenly divided into two factors, this are:
 Job-Related Causes of Stress
 Work overload
 Time pressures, time deadlines
 Poor quality of supervision
 Insecure job climate
 Inadequate authority to match responsibilities
 Role conflict and ambiguity
 Differences between company and employee values
 Change of any type, especially when ii is major or unusual
 Frustration
 The non-work environment.
Methods to manage Stress Management: Both organizations and individuals are highly concerned about
stress and its effects. In attempting to manage stress, they have some basic options, three approaches:
 Prevent or control
 Escape from it
 Learn to adapt
Some cooperative efforts among employees and management to reduce stress:
 Social Support  Relaxation  Bio-feed back
 Vacations  Personal Wellness

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ORGANIZATION & MANAGEMENT MODULE B

Stress influences job performance: When it comes to job performance, stress can have both positive and
negative effects. In moderate amounts, stress can be beneficial and contribute to increased motivation,
focus, and productivity. It can push individuals to meet deadlines, solve problems, and perform at their
best. This positive stress is often referred to as "eustress."
However, when stress becomes continuing or devastating, it can significantly impact job performance in
several ways:
 Excessive stress can decreased productivity and an overall decline in job performance.
 High levels of stress can compromise the quality of work produced.
 Stress may lead to irritability, mood swings, or increased conflict with colleagues or superiors
which can affect interpersonal relationships in the workplace.
 With continuing stress employees could frequently miss work due to stress-related illnesses or
burnout.
 Stress can lead to anxiety, depression, fatigue, sleep disturbances, and other stress-related
disorders.
It is important for individuals and organizations to recognize the signs of excessive stress and take
proactive measures to address it. This can include practicing stress management techniques, seeking
support from colleagues or professionals, and creating a work environment that promotes employee well-
being and resilience.

Does stress density depends on type of people?-Explain

Answer: Yes, stress density can vary depending on the type of people or individuals. Different individuals
may have varying levels of susceptibility to stress and different coping mechanisms to deal with it. Stress
vulnerability is often related to type A and B characteristics.
Type A People:
A person with a type A personality may be ambitious and hardworking and display characteristics such
as aggression, lack of patience, and determination. Type A personality can be describes as a workaholic.
Some characteristics of type A are:
 Having an aggressive nature  Being impatient  Being motivated and highly
 Being focused on achievement  Being hardworking driven
 Being easily irritated  Being confident  Being hasty or approaching
 Being unfriendly or hostile  Being determined activities at a fast pace
 Being good at multitasking  Being energetic  Having low emotional
 Having a sense of urgency  Being controlling intelligence
 Being highly competitive  Being stubborn  Having fixed opinions
Type B People: A type B personality is the opposite in many ways of a type A personality. People with a
type B personality tend to be easygoing and more laid-back in nature. Some characteristics of type B are:
 Being peaceful  Being stress-free or less prone to stress
 Being relaxed  Having a lack of sense of urgency to complete tasks
 Being easygoing  Having a lack of conflict with others
 Being stable  Being flexible and adaptable, adjusting to change easily
 Being even-tempered  Being able to approach activities and tasks at a slower pace
 Being less competitive

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ORGANIZATION & MANAGEMENT MODULE C

The nature and purpose of staffing, recruitment and selection, appointment,

posting/placement, on-job training, off-job training, performance appraisal and performance
management system (PMS), job analysis and job evaluation, compensation and employee
benefits, career and succession planning, grievance – importance, reasons, handling employee
grievance, disciplinary actions; Soft Skills for Banks/NBFIs- Soft skills - meaning, difference
between soft and hard skills, importance, types of soft skills; soft assets and hard assets,
different types of hard and soft assets; ways and means to use soft skills in the day-to-day
life and office environments, application of soft skills for business.

Define Human Resources Management (HRM). What are the major

functions/ roles of HRM?
Answer: Human resource management (HRM) is the process of selecting and retaining people in an
organization. It also includes training, compensation, development of HR policies and strategies to retain
them.
Functions of Human Resources management: Human resource functions are concerned with a variety
of activities the significantly influence all areas of an organization, such as:
 Staffing: One of the major tasks in HRM is staffing. Staffing involves the entire hiring process
from posting a job to negotiating a salary package. Within the staffing function, there are four main
steps:
 Development of a staffing plan
 Development of policies to encourage multiculturalism at work
 Recruitment
 Selection
 Development of Workplace Policies: Every organization has policies to ensure fairness and
continuity within the organization. One of the jobs of HRM is to develop the verbiage surrounding
these policies. Some examples of workplace policies might be the following:
 Discipline process policy
 Vacation time policy
 Dress code
 Ethics policy
 Internet usage policy
 Compensation and Benefits Administration: Compensation includes anything the employee
receives for his or her work. HRM professionals need to determine that compensation is fair, meets
industry standards, and is high enough to entice people to work for the organization. Examples of
employee compensation include the following:
 Health Benefits
 Pay
 Retirement plans
 Stock purchase plans
 Vacation time
 Sick leave
 Bonuses
 Tuition reimbursement

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ORGANIZATION & MANAGEMENT MODULE C

 Retention: HRM Retention involves keeping and motivating employees to stay with the
organization. Compensation is a major factor in employee retention. Ninety percent of employees
leave a company for the following reasons:
 The job they are performing
 Challenges with their manager
 Poor fit with organizational culture
 Poor workplace environment
 Training and Development: Training is also a key component in employee motivation. Enabling
employees to develop the skills they need for the future is an essential responsibility for HRM.
Examples of training programs might include the following:
 Job skills training, such as how to run a particular computer program
 Training on communication
 Team-building activities
 Policy and legal training, such as sexual harassment training and ethics training
 Dealing with Laws Affecting Employment: Human resource people must be aware of all the laws
that affect the workplace. An HRM professional might work with some of these laws:
 Discrimination laws
 Health-care requirements
 Compensation requirements such as the minimum wage
 Worker safety laws
 Labor laws
 Worker Protection: Safety is a major consideration in all organizations. The human resource
manager to be aware of worker protection requirements and ensure the workplace is meeting both
federal and union standards. Worker protection issues might include the following:
 Chemical hazards
 Heating and ventilation requirements
 Use of ―no fragrance‖ zones
 Protection of private employee information
 Communication: Besides these major roles, good communication skills and excellent
management skills are key to successful human resource management as well as general
management.
 Awareness of External Factors: the HR manager needs to consider the outside forces at play that
may affect the organization. External factors might include the following:
 Globalization and offshoring
 Changes to employment law
 Health-care costs
 Employee expectations
 Diversity of the workforce
 Changing demographics of the workforce
 A more highly educated workforce
 Layoffs and downsizing
 Technology used, such as HR databases
 Increased use of social networking
 To distribute information to employees

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ORGANIZATION & MANAGEMENT MODULE C

What is staffing? What are the functions of staffing?

Answer: Staffing is the process of hiring eligible candidates in the organization or company for specific
positions. In management, the meaning of staffing is an operation of recruiting the employees by
evaluating their skills, knowledge and then offering them specific job roles accordingly.
Functions of Staffing:
 The first and foremost function of staffing is to obtain qualified personnel for different jobs
position in the organization.
 In staffing, the right person is recruited for the right jobs, therefore it leads to maximum
productivity and higher performance.
 It helps in promoting the optimum utilization of human resource through various aspects.
 Job satisfaction and morale of the workers increases through the recruitment of the right person.
 Staffing helps to ensure better utilization of human resources.
 It ensures the continuity and growth of the organization, through development managers.

Why staffing is so important in HRM? Explain in detail the Staffing

Process.
Answer: Staffing is a very important managerial function. The staffing function of management fulfills
this requirement and finds the right people for the right job. Proper staffing ensures the following benefits
to the organization:
 Helps in discovering and obtaining competent personnel for various jobs
 Makes for higher performance, by putting right person on the right job
 Ensures the continuous survival and growth of the enterprise
 Helps to ensure optimum utilization of the human resources.
 Improves job satisfaction and morale of employees through objective assessment and fair reward
for their contribution.
Staffing function must be performed efficiently by all organizations. If right kind of employees are not
available, it will lead to wastage of materials, time, effort and energy, resulting in lower productivity and
poor quality of products.
Staffing Process: Staffing as a process starts from understanding the manpower requirements within the
organization and identifying the potential sources from where it can be met, either from within the
organization or from outside. Staffing process has the following stages:
 Estimating the Manpower Requirements: It means finding out number and type of employees
needed by the organization in near future. Manpower requirement is not only to find out number
of people needed but also the type of people.
 Recruitment: Recruitment is the process of actively seeking out, finding and hiring candidates for
a specific position or job.
 Selection: The selection process can be defined as the process of selection and shortlisting of the
right candidates with the necessary qualifications and skill set to fill the vacancies in an
organization.

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ORGANIZATION & MANAGEMENT MODULE C

 Placement and Orientation: Placement is said to be the process of fitting the selected person at
the right job or place, i.e. fitting square pegs in square holes and round pegs in round holes.
 Training and Development: Training and development initiatives are educational activities within
an organization that are designed to improve the job performance of an individual or group.
 Performance Appraisal: A performance appraisal is a systematic and periodic process of
measuring an individual's work performance against the established requirements of the job.
 Promotion and career planning: Promotions are an integral part of people‘s career. It becomes
necessary for all organizations to address career related issues and promotional avenues for their
employees.
 Compensation: Compensation in HRM refers to all the monetary and non-monetary rewards an
organization provides to its employees in exchange for their work.

The staffing process is a continuous cycle, as organizations need to continually assess their workforce
needs, recruit new talent, and adapt to changes in the internal and external environment. Effective
staffing practices ensure that organizations have the right people in the right positions, contributing to
their overall success and growth.

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ORGANIZATION & MANAGEMENT MODULE C

Mention the major factor included in Compensation and Benefits

Administration? How it plays a major role in retention of employees?
Answer:
Compensation and Benefits Administration: Compensation includes anything the employee receives
for his or her work. HRM professionals need to determine that compensation is fair, meets industry
standards, and is high enough to entice people to work for the organization.

Examples of employee compensation include the following:

 Health Benefits
 Pay
 Retirement plans
 Stock purchase plans
 Vacation time
 Sick leave
 Bonuses
 Tuition reimbursement

Major role in retention: HRM Retention involves keeping and motivating employees to stay with the
organization. Compensation is a major factor in employee retention. Compensation and Benefits
Administration plays a major role in retaining employees for several reasons:

 Attraction: Competitive compensation packages and benefits can help attract top talent to the
organization, increasing the pool of qualified candidates.
 Motivation and Engagement: Fair and rewarding compensation practices motivate employees
to perform at their best, fostering a sense of engagement and dedication to their work.
 Job Satisfaction: When employees feel fairly compensated and receive comprehensive
benefits, they are more likely to be satisfied with their jobs and less inclined to seek
opportunities elsewhere.
 Loyalty and Commitment: Providing a competitive and attractive compensation and benefits
package demonstrates the organization's commitment to its employees' well-being. This fosters
loyalty and encourages employees to stay with the company for the long term.
 Retention: By offering a well-designed compensation and benefits package, organizations can
reduce turnover rates, which in turn minimizes recruitment and training costs and helps
maintain continuity in operations.

In summary, Compensation and Benefits Administration plays a critical role in attracting and retaining
employees by providing competitive compensation, comprehensive benefits, and opportunities for
growth and work-life balance. It contributes to employee satisfaction, loyalty, and commitment,
leading to increased retention and organizational success.

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ORGANIZATION & MANAGEMENT MODULE C

Explain different On the Job Training method? What are the Benefits and
Disadvantages of on the Job Training?
Answer:
On the Job Training Method: On-the-job training (OJT) is a method of training where employees
learn and acquire new skills or knowledge while performing their actual job tasks. It involves
providing hands-on experience and guidance to employees within the workplace. OJT is commonly
provided through

 Coaching
 Mentoring
 Job Rotation
 Job Instruction Technology
 Apprenticeship
 Understudy

Steps to create and implement on the job training:

 Select a set of current employees who needs the training
 Choose a mentor from the team who has the skills and knowledge to train
 The mentor will explain, demonstrate the work and makes the learner to practice
the same under his guidance.
 Mentor will provide the feedback on the trainee‘s performance.
 Trainee employee will correct himself based on the feedback given by the mentor.
 Same process can be followed to train a new employee.

Benefits/Advantages:
 It is a low-cost training program
 Content of the training will be designed specific to each skill to be learned.
 Content of the skill to be learnt is known to the trainees.
 Trainees will feel comfortable as the training is in known work environment.
 A good way to screen new employees.
 A sense of loyalty to the company will be created within the employees.
 Trainees are highly motivated.
 It is a flexible training method.
 Immediate feedback on the performance of the trainee

Lacking/Disadvantages:
 Low training quality with unskilled trainer
 Refuse to train fresher because of the fear of losing job
 Product quality may get affected if the training is poor or improper.
 Production may get disrupted.
 Lack of time to practice.
 Familiarity of work place may affect the concentration in training.

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ORGANIZATION & MANAGEMENT MODULE C

Explain different off the Job Training method? What are the Benefits and
Disadvantages of on the Job Training?
Answer:
Off the Job Training Method: Off-the-job training refers to training methods and programs that are
conducted outside the regular work environment. Unlike on-the-job training, off-the-job training takes
employees away from their day-to-day tasks and provides them with a dedicated learning environment.
Off the job training is commonly provided using following Training Methods:
 Lectures and Conferences
 Vestibule Training
 Simulation Exercises
 Sensitivity Training
 Transactional Training

Benefits of off-the-job training:

 An opportunity to learn new or advanced skills or knowledge pertaining to a job.
 Employees don't face as many disruptions or distractions.
 Employee training increases job satisfaction.
 Off the job training allows you to learn from everyone's experiences.
 Off-the-job training gives confidence and improve productivity.

Disadvantages of Off-the-job training:

 Off-the-job training methods often involve additional costs compared to on-the-job
training.
 Off-the-job training requires employees to be away from their regular work duties,
which can cause disruptions in daily operations.
 This disrupt the tight deadlines, time-sensitive projects, or limited staff.
 Training knowledge that may not directly align with specific job tasks.
 Employees may not retain and apply the learned knowledge and skills effectively
in their jobs.
Distinguish between On the Job Training and off the Job Training.
Answer:

On the Job Training Off the Job Training

Location Inside Workplace Outside Workplace

Distractions Can get Distract with other job duty Cannot get Distract

Cost Not so Expensive Expensive

Instructors Experienced Employees Field Experts

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ORGANIZATION & MANAGEMENT MODULE C

What is Performance Appraisal? Explain different Modern Performance

Appraisal Methods.
Answer: A performance appraisal is a systematic and periodic process of measuring an individual's
work performance against the established requirements of the job. The employee performance
appraisal process is crucial for organizations to boost employee productivity and improve their
outcomes. Performance appraisal is generally done in systematic ways which are as follows:

i. The supervisors measure the pay of employees and compare it with targets and plans.
ii. The supervisor analyses the factors behind work performances of employees.
iii. The employers are in position to guide the employees for a better performance.
Objectives of Performance Appraisal: Performance Appraisal can be done with following objectives
in mind:

 To maintain records in order to determine compensation packages, wage structure,

salaries raises, etc.
 To identify the strengths and weaknesses of employees to place right men on right
job.
 To maintain and assess the potential in a person for growth and development.
 To provide a feedback to employees regarding their performance and related status.
 It serves as a basis for influencing working habits of the employees.
 To review and retain the promotional and other training programmers.

Advantages of Performance Appraisal: It is said that performance appraisal is an investment for the
company which can be justified by following advantages:

 Promotion: Performance Appraisal helps the supervisors to chalk out the

promotion programmers for efficient employees.
 Compensation: Performance Appraisal helps in chalking out compensation
packages for employees.
 Employees Development: The systematic procedure of performance appraisal
helps the supervisors to frame training policies and programmers.
 Selection Validation: Performance Appraisal helps the supervisors to understand
the validity and importance of the selection procedure.
 Communication: Through performance appraisal, the employers can understand
and accept skills of subordinates.
 Motivation: This very well motivates a person for better job and helps him to
improve his performance in the future.

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ORGANIZATION & MANAGEMENT MODULE C

Modern Performance Appraisal Methods

With the right performance appraisal method, organizations can enhance employee performance within
the organization. A good employee performance review method can make the whole experience effective
and rewarding. Here’s a close look at the four most-used modern performance methods:

Management by Objectives (MBO):

Management by objectives (MBO) is the appraisal method where managers and employees together
identify, plan, organize, and communicate objectives to focus on during a specific appraisal period. After
setting clear goals, managers and subordinates periodically discuss the progress made to control and
debate on the feasibility of achieving those set objectives. Steps to implement a successful MBO program
are as follows:

 Every manager must have 5-10 goals expressed in specific, measurable terms
 Manager can propose their goals in writing, which will be finalized after review
 Each goal needs to include a description and a clear plan (list of tasks) to accomplish it
 Determine how progress will be measured and how frequently (minimum quarterly)
 List down corrective actions that will be taken if progress is not in accordance with plans
 Ensure that goals at each level are related to the organizational objectives and levels above/below

360-Degree Feedback:

360-degree feedback is a multidimensional performance appraisal method that evaluates an employee

using feedback collected from the employee’s circle of influence namely managers, peers, customers, and
direct reports. This method will not only eliminate bias in performance reviews but also offer a clear
understanding of an individual’s competence.

Self-appraisals:

Self-appraisals offer employees a chance to look back at their performance and understand their strengths
and weaknesses. However, if self-appraisals are performed without structured forms or formal procedures,
it can become lenient, fickle, and biased.

Managerial reviews:

Performance reviews done by managers are a part of the traditional and basic form of appraisals. These
reviews must include individual employee ratings awarded by supervisors as well as the evaluation of a
team or program done by senior managers.

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ORGANIZATION & MANAGEMENT MODULE C

Performance Appraisal Biases:

Managers commit mistakes while evaluating employees and their performance. Biases and judgment
errors of various kinds may spoil the performance appraisal process. Bias here refers to inaccurate
distortion of a measurement. These are:

 First Impression (primacy effect)

 Halo Effect
 Horn Effect
 Excessive Stiffness or Lenience
 Central Tendency
 Personal Biases
 Spillover Effect
 Regency Effect

Distinguish between Soft skills and hard skills.

Answer:

Soft Skills Hard Skills

Experienced based Rule based
Peoples related Technological or S
Attitudinal Mechanical
Behavioral Related to tools and techniques
General Procedural and Methodical
Attitudinal Mechanical
Situation-Specific Replicable
Intangible Tangible

Communication Skills: Every Communication goes through seven stages:

 Giver or Sender
 The Message (Who, What, When, Where, Why and How aspects)
 Encoding of the Message
 Channel of Communication
 Receiver or Intended Receivers
 Decoding
 Feedback

A Communication to be effective shall be:

 Correct
 Clear with Clarity and Cohesive
 Complete
 To the point
 Create Goodwill
 State precise responsibilities and timelines if action needed
 Persuasive
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