SMU

ASSIGNMENT
SEMESTER – 1
MBO022

Management PROCESS AND

ORGANISATION BEHAVIOUR

SUBMITTED BY:
MUSHTAQ AHMAD PARA
MBA
ROLL NO.- 520950361
 ASSIGNMENTS- MBA Sem -I
Subject code MB0022

Subject Name: Management Process and Organizational Behavior

Q.1 “Halo effect and selective perception are the shortcuts in judging others”
Explain
Ans. Individuals have a tendency to use a number of shortcuts when
they judge others. An understanding of these can be helpful toward
recognising when they can result in significant distortions.
Halo Effect:
The halo effect [Murphy & Anhalt, 1992] occurs when we draw a general
impression on the basis of a single characteristic. For example, while
appraising the lecture, students may give prominence to a single trait, such
as enthusiasm and allow heir evaluation to be tainted by how they judge the
instructor on that trait which stood out prominently in their estimation of
that person. Research suggests that it is likely to be most extreme when the
traits to be perceived are ambiguous in behavioural terms, when the traits
have moral overtones, and when he perceiver is judging traits with which he
or she has had limited experience.
Selective Perception:
Any characteristic that makes a person, object, or event stand out will
increase the probability that it will be perceived. It is impossible for an
individual to internalise and assimilate everything that is seen. Only certain
stimuli can be taken in selectively. Selectivity works as a shortcut in judging
other people by allowing us to “speed-read” others, but mot without the risk
of drawing an inaccurate picture. The tendency to see what we want to see
can make us draw unwarranted conclusions from an ambiguous situation.

Q.2 Explain “Emotional Intelligence”.

Ans. The importance of both emotion and intelligence in making decisions and achieving success in life
was well accepted in ancient India. A concept of ‘Sthitha Prajna’ [emotional stability] similar to the
concept of emotional intelligence can be traced in the second chapter of ‘Sri mad Bhagavat Gita’ , in a
specific conversation between lord Krishna and Arjuna in a situation of kurukshetra battle field. Before
the battle started Arjuna was in deep sorrow and pity, found his close relatives, friends and respected
gurus in enemy side. The win the battle he was supposed to kill those beloved ones. He got confused
about his rightful duty. Due to this heat of non strength, he refused to join the battle. In this context
lord Krishna who played the chariot to Arjuna advised him to become the steady minded person. He
also told that an individual achieved his/her goal only when the mind becomes steady, poised and
balanced. This concept talks about a unique interdependence between emotion and intelligence for
effective decision making which was most essential in excelling in every sphere of life.
Similar views on the role of emotional intelligence as a learning process for achieving a balanced
personality in different stages of life on an intergenerational basis has been depicted in Vedas. In
Particular, Dr. Radha Krishnan, in his book mentioned that the attitude of Vedas is one of trust
tempered by criticism. This view aptly points out the need for emotional intelligence in everyday life to
become more emotionally balanced and functional individuals in society.
Emotional intelligence is an aggregate of individual’s cognition of own and others’ emotions, feelings,
interpretation and action as per environmental demand to manipulate the consequences which in turn
result in a superior performance. So having high emotional intelligence doesn’t mean that the person
never panics or loses his/her control. It does mean that he/she brings own feelings under control and
channels them into productive behaviours.
The most popular and accepted mixed model of emotional intelligence is the one proposed by
Goleman. He viewed emotional intelligence as a total of personnel and social competencies. Personnel
competencies determine how we manage ourselves, where as social competence determines how we
handle our interpersonal relationships.
Personnel Competence: It comprises of three dimensions of emotional intelligence, such as self
awareness, self regulation and motivation. Self awareness is the ability of an individual to observe
him/herself and to recognise a feeling as it happens. Self regulation is the ability to control emotions
and to redirect those emotions that can have negative impact. Motivation is the ability to channelize
emotion to achieve a goal through self control and by moderation impulses as per the requirement.
Social Competence: It compromises of two dimensions namely, empathy and social skills. Empathy
is the ability to feel and get concerned for others, take their perspective and to treat people according
to their emotional reactions. Social skills are the ability to build rapport and to manage relationships
with people. People having the skill are very effective persuasiveness and team management. Social
skills are the culmination of all other components of emotional intelligence.
Goleman’s Emotional Intelligence Model

Emotional Intelligence

Personal competence Social Competence

Self Awareness Empathy

Self Regulation Social skills
Motivation

Q3. “A group formation passes through various stages.” Explain various stages of group
formation.
The important stages through which the group formation passes are described below.
a. Forming:

In this stage the members are entering the group. The main concern is to facilitate the entry of the
group members. The individuals entering are concerned with issues such as what the group can offer
them, their needed contribution, similarity to their personal needs, goals and group goals, the
acceptable normative and behavioural standards expected for group membership and recognition for
doing the work as a group.
b. Storming:

This is a turbulent phase where individuals try to basically form coalitions and cliques to achieve a
desired status within the group. Members go also through the process of identifying to their expected
role requirements in relation to group requirements. In the process, membership expectations tend to
get clarified, and attention shifts toward hurdles coming in the way of attaining group goals.
Individuals begin to understand and appreciate each other’s interpersonal styles, and efforts are made
to find ways to accomplish group goals, while also satisfying individual needs.

c. Norming:

From the norming stage of group development, the group relay begins to come together as a
coordinated unit. At this point, close relationship develop and the group shows cohesiveness. Group
members will strive to maintain positive balance at this stage.
d. Performing:

The group now becomes capable of dealing with complex tasks and handling internal disagreements in
novel ways. The structure is stable, and members are motivated by group goals and are generally
satisfied. The structure is fully functional and accepted at this stage. Group energy makes a transition
from members focus on getting to know and understand each other to performing. For permanent
work groups, performing is the last stage in their development.
e. Adjourning:

A well integrated group is able to disband, if required, when its work is accomplished, through in itself
it maybe a painful process for group members, emotionally. The adjourning stage of group
development is especially important for the temporary groups that are rampant in today’s workplaces.
Members of these groups must able to convene quickly, do their jobs on a tight schedule, and then
adjourn often to reconvene later, whenever required.
Groups do not always proceed clearly from one stage to the next. Sometimes several stages go on
simultaneously, as when groups are storming and performing. Groups may at times regress to earlier
stages. Another problem is that it ignores organisational context. For instance, a study of a cockpit
crew in an airliner found that, within 10 minutes, three strangers assigned to fly together for the first
time had become a high performing group. The rigid organisational context provides the rules, task
definitions, information and resources required for the group to perform effectively.

Q.4 “Power is the ability to make things happen in the way an individual wants, either by self or by the
subordinates. The essence of power is to control over the behavior of others”: Explain what are the various
bases of Power?
Ans. Power can be categorised into two types: Formal and informal.
Formal Power:
It is based on the position of an individual in an organisation. Formal power is derived from either
one’s ability to coerce or reward others or is derived from the formal authority vested in the individual
due to his /her strategic position in the organisational hierarchy. For example a manager can threaten
to hold the pay hike. Such coercive power is the extent to which a manager can deny desired rewards
or administer punishments to control other people. The presence of unions and organisational policies
on employee treatment can weaken this power base significantly. Formal power may be categorised
into 4 types which are as follows:
a. Coercive Power:

The coercive power base is being dependent on fear. It is based on the application, or the threat of
application, of physical sanctions such as the infliction of pain, the generation of frustration through
restriction of movement, or the controlling by force of basic physiological or safety needs. In an
organisation one can exercise power over another if they have the power to dismiss, suspend, demote
another assuming that the job is valuable to the person on who power is being unleashed.
b. Reward Power:

The opposite of coercive power is reward power. It is the extent to which a manager can use extrinsic
and intrinsic rewards to control other people. Examples of such rewards include money, compliments,
promotions etc. Utilising rewards to achieve influence varies according to the skills of the manager.
c. Legitimate Power:

It stems from the extent to which a manager can use subordinates internalised values of beliefs that
the boss has a right to command to control their behaviour. Legitimate power represents a special
kind of power a manager has because subordinates believe it is legitimate for a person occupying the
managerial position to have the right to command. The lack of this is legitimacy will result in authority
not being accepted by subordinates. Thus this type of power has the following elements:
• It represents the power a person receives as a result of his/her position in the formal
hierarchy.

• Positions of authority include coercive and reward powers.

• It encompasses the authority of a position by members of an organisation.

a. Information Power:

This type of power is derived from access to and control over information. When people have needed
information, others become dependent on them. Normally, higher the level, the more information
would be accesses by managers.
Personal Power:
Personal power resides in the individual and is independent of that individual’s position. The bases of
personal power are expertise, rational, persuasion and reference.
a. Expert Power:

It is the ability to control another person’s behaviour by virtue of possessing knowledge, experience or
judgement that the other person lacks, but needs. A subordinate obeys a supervisor possessing expert
power because the boss ordinarily knows more about what to be done or how it is to be done than
subordinate. However the table may turn upside in case the subordinate knows more than the boss.
This holds true in many cases where the boss heavily depends on juniors for technologically oriented
support.
b. Rational Power:

It is the ability to control another’s behaviour, since through the individual efforts; the person accepts
the desirability of an offered goal and a viable way of achieving it. This involves explain the desirability
of expected goal and showing how specific actions will achieve these goals.
c. Reference Power:

It is the ability to control another’s behaviour because the person wants to identify with the power
source. In this case, a subordinate obeys the boss because he or she wants to behave, perceive, or
believe as the boss does. The subordinate attempts to avoid doing things that would interfere with the
pleasing boss-subordinate system. This is based on what the individual represents a path toward
lucrative future.
d. Charismatic Power:
This is an extension of reference power stemming from any individuals personality and inter personnel
style. Others follow because they can articulate attractive visions, take personal risks, demonstrate
follower sensitivity etc.
Dependency is the key to power:
• The greater B’s dependency on A, the greater the power of A over B.

• Dependency, inversely proportional to the alternate sources of supply.

Three factors that are responsible for dependency are:

• Importance

• Scarcity

• Non-suitability

Q.5 Explain “Organizational Development” process

Ans. A typical Organisational Development Process can be divided into the following phases:
Problem Identification: The first step in OD process involves understanding and identification of the
existing and potential problems in the organisation. The awareness of the problem includes knowledge
of the possible organisational problems of growth, human satisfaction, the usage of human resource
and organisational effectiveness.
Data Collection: Having understood the exact problem in this phase, the relevant data is collected
through personnel interviews, observations, the usage of human resource and questionnaires.
Diagnosis: OD efforts begin with diagnosis of the current situation. Usually, it is not limited to a
single problem. Rather a number of factors like attitudes, assumptions, available resources and
management practices are taken into account in this phase. There are four steps in organisational
diagnosis:
– Structural Analysis: Determines how the different parts of the organisation are functioning in
terms of laid down goals.

– Process Analysis: Process implies the manner in which events take place in a sequence. It
refers to the patter f decision making, communication, group dynamics and conflict
management patterns within organisations to help in the process of attainment of
organisational goals.

– Function Analysis: This includes strategic variables, performance variables, results,

achievements and final outcomes.

– Domain Analysis: This refers to the area of the organisation for organisational diagnosis.

Planning and implementation: After diagnosing the problem, the nex step of OD, with the OD
interventions, involves the planning and implementation part of the change process.
Evaluation and Feedback: Any OD activity is incomplete without proper feedback. Feedback is a
process of relaying evaluations to the client goup by means of specific report or interaction.

Q.5 Explain “Organizational Development” process

Ans. A typical Organisational Development Process can be divided into the following phases:
Problem Identification: The first step in OD process involves understanding and identification of the
existing and potential problems in the organisation. The awareness of the problem includes knowledge
of the possible organisational problems of growth, human satisfaction, the usage of human resource
and organisational effectiveness.
Data Collection: Having understood the exact problem in this phase, the relevant data is collected
through personnel interviews, observations, the usage of human resource and questionnaires.
Diagnosis: OD efforts begin with diagnosis of the current situation. Usually, it is not limited to a
single problem. Rather a number of factors like attitudes, assumptions, available resources and
management practices are taken into account in this phase. There are four steps in organisational
diagnosis:
– Structural Analysis: Determines how the different parts of the organisation are functioning in
terms of laid down goals.

– Process Analysis: Process implies the manner in which events take place in a sequence. It
refers to the patter f decision making, communication, group dynamics and conflict
management patterns within organisations to help in the process of attainment of
organisational goals.

– Function Analysis: This includes strategic variables, performance variables, results,

achievements and final outcomes.

– Domain Analysis: This refers to the area of the organisation for organisational diagnosis.

Planning and implementation: After diagnosing the problem, the nex step of OD, with the OD
interventions, involves the planning and implementation part of the change process.
Evaluation and Feedback: Any OD activity is incomplete without proper feedback. Feedback is a
process of relaying evaluations to the client goup by means of specific report or interaction.