Set 2

Q.1 Write a note on classical era for evolution of Organization behaviour.

Answer: The Classical Era We see this trend to continue in what is called as the classical era which
covers the period between 1900 to mid 1930s. the first general theories of management began to evolve
and the main contributors during this era were Frederick Taylor, Henri Fayol , Max Weber, Mary parker
Follet and Chester Barnard. Frederick Taylor’s main emphasis was on finding one best way of doing each
job. He stressed on selecting the right people for the job, train them to do it precisely in one best way. He
favoured wage plans to motivate the workers. His scientific principles of management stressed the
following principles:
1. Shift all responsibility for the organization of work from the worker to the manager; managers should
do all the thinking relating to the planning and design of work, leaving the workers with the task of
implementation.
2. Use scientific methods to determine the most efficient way of doing work; assign the worker’s task
accordingly, specifying the precise way in which the work is to be done.
3. Select the best person to perform the job thus designed.
4. Train the worker to do the work efficiently.
5. Monitor worker performances to ensure that appropriate work procedures are followed and that
appropriate results are achieved. Taylor was one of the first to attempt to systematically analyze human
behavior at work. He insisted the use of time-and-motion study as a means of standardizing work
activities. His scientific approach called for detailed observation and measurement of even the most
routine work, to find the optimum mode of performance. The results were dramatic, with productivity
increasing significantly. With passing time, new organizational functions like personnel and quality
control were created. Of course, in breaking down each task to its smallest unit to find what Taylor called
„„the one best way‟‟ to do each job, the effect was to remove human variability. Hence he lay the ground
for the mass production techniques that dominated management thinking in the first half of the twentieth
century. Henri Fayol, a mining engineer and manager by profession, defined the nature and working
patterns of the twentieth-century organization in his book, General and Industrial Management, published
in 1916. In it, he laid down what he called 14 principles of management. This theory is also called the
Administrative Theory. The principles of the theory are: 1. Division of work: tasks should be divided up
with employees specializing in a limited set of tasks so that expertise is developed and productivity
increased.
2. Authority and responsibility: authority is the right to give orders and entails enforcing them with
rewards and penalties; authority should be matched with corresponding responsibility.
3. Discipline: this is essential for the smooth running of business and is dependent on good leadership,
clear and fair arguments, and the judicious application of penalties.
4. Unity of command: for any action whatsoever, an employee should receive orders from one superior
only; otherwise authority, discipline, order, and stability are threatened.
5. Unity of direction: a group of activities concerned with a single objective should be co-coordinated by
a single plan under one head.
6. Subordination of individual interest to general interest: individual or group goals must not be allowed
to override those of the business.
7. Remuneration of personnel: this may be achieved by various methods but it should be fair, encourage
effort, and not lead to overpayment.
8. Centralization: the extent to which orders should be issued only from the top of the organization is a
problem which should take into account its characteristics, such as size and the capabilities of the
personnel.
9. Scalar chain (line of authority): communications should normally flow up and down the line of
authority running from the top to the bottom of the organization, but sideways communication between
those of equivalent rank in different departments can be desirable so long as superiors are kept informed.
10. Order: both materials and personnel must always be in their proper place; people must be suited to
their posts so there must be careful organization of work and selection of personnel.
11. Equity: personnel must be treated with kindness and justice.
12. Stability of tenure of personnel: rapid turnover of personnel should be avoided because of the time
required for the development of expertise.
13. Initiative: all employees should be encouraged to exercise initiative within limits imposed by the
requirements of authority and discipline.
14. Esprit de corps: efforts must be made to promote harmony within the organization and prevent
dissension and divisiveness. The management functions, that Fayol stated, consisted of planning,
organizing, commanding, co-coordinating and controlling. Many practicing managers, even today, list
these functions as the core of their activities. Fayol was also one of the first people to characterize a
commercial organization‟s activities into its basic components.

Q.2 . What is groupthink. Explain.

Answer.Groupthink occurs when the pressure to conform within a group interferes with that group's
analysis of a problem and causes poor group decision making. Individual creativity, uniqueness, and
independent thinking are lost in the pursuit of group cohesiveness, as are the advantages that can
sometimes be obtained by making a decision as a group—bringing different sources of ideas,
knowledge, and experience together to solve a problem. Psychologist Irving Janis defines groupthink
as: "a mode of thinking people engage in when they are deeply involved in a cohesive in-group, when
the members' striving for unanimity override their motivation to realistically appraise alternative
courses of action. Groupthink refers to a deterioration of mental efficiency, reality testing, and moral
judgment that results from in-group pressures." It can also refer to the tendency of groups to agree
with powerful, intimidating bosses. The concept of groupthink provides a summary explanation of
reasons groups sometimes make poor decisions. Indeed, groups are supposed to be better than
individuals at making complex decisions, because, through the membership, a variety of differing
perspectives are brought to bear. Group members not only serve to bring new ideas into the discussion
but also act as error-correcting mechanisms. Groups also provide social support, which is especially
critical for new ideas. But when new perspectives are rejected (as in the "not invented here"
syndrome), it is hard to correct errors. And if the social support is geared toward supporting the
group's "accepted wisdom," the elements that can make groups better decision makers than
individuals become inverted, and instead make them worse. Just as groups can work to promote
effective thinking/decision making, the same processes which enhance the group's operation can
backfire and lead to disastrous results. How Groupthink Works Janis identified seven points on how
groupthink works. First, the group's discussions are limited to a few alternative courses of action
(often only two), without a survey of the full range of alternatives. Second, the group does not survey
the objectives to be fulfilled and the values implicated by the choice. Third, the group fails to
reexamine the course of action initially preferred by the majority of members from the standpoint of
the nonobvious risks and drawbacks that had not been considered when it was originally evaluated.
Fourth, the members neglect courses of action initially evaluated as unsatisfactory—they spend little
or no time discussing whether they have overlooked nonobvious gain. Fifth, the members make little
or no attempt to obtain information from experts who can supply sound estimates of gains and losses
to be expected from alternative courses of action. Sixth, selective bias is shown in the way the group
reacts to factual information and relevant judgments from experts. Seventh, the members spend little
time deliberating about how the chosen policy might be hindered by bureaucratic inertia or sabotaged
by political opponents; consequently, they fail to work out contingency plans. Three general problems
seem to be at work: overestimation of group power and morality, closed mindedness, and pressures
toward uniformity. Group-think occurs when a group feels too good about itself. The group feels both
invulnerable and optimistic. The group feels morally right. Linked to this attitude of perfection is a
correlative close mindedness. Warnings are ignored. Messengers of difference are dismissed.
Negative, stereotypical views of opponents are created and used. Finally, there is pressure for
uniformity. A certain amount of self-censorship occurs. If individuals have questions, they keep them
to themselves. This lack of dissent results in what Janis calls an "illusion of unanimity." If any
difference does occur, group pressure is applied to bring the dissident into line. Janis also mentions
"the emergence of self-appointed mindguards—members who protect the group from adverse
information that might shatter their shared complacency." If these precipitating problems support
tendencies to groupthink, there are predisposing conditions as well. Janis suggests four conditions that
predispose a group to groupthink: cohesiveness, group isolation/ insulation, leader intimidation, and
an absence of decision-making procedures. As a group "hangs together" and members grow to like
each other, there will be greater pressure not to introduce disturbing information and opinions that
might tear at that cohesiveness. Maintaining the good feelings that come from such cohesion become
part of the group's "hidden agenda." The insulation of the policy-making group is another factor.
Frequently groupthinking groups are removed from interaction with others, perhaps because of their
position within the organization. Lack of impartial leadership is a third contributing cause. When
powerful leaders want to "get their way" they can overtly and covertly pressure the group into
agreement. Finally, the lack of a template or protocol for decision making, or what Janis calls "norms
requiring methodological procedures for dealing with decision making tasks," can also contribute to
groupthink. How to Avoid Groupthink There are several things businesspeople can do to avoid
groupthink: follow good meeting procedures, including the development of an agenda; aim for proper
and balanced staff work; present competing views; and attend to correlative meeting problems, like
exhaustion. A template for discussion might also be useful. One suggestion is to use an "options
memo technique" in which information is presented as a problem statement, a list of options, and a
preliminary recommendation. The group then looks at the preliminary recommendation with at least
four questions in mind: 1) is the logic correct? (in selecting the preliminary recommendation from
among the options); 2) is the judgment correct? (the logic may be fine, but the judgment may be
poor); 3) are there any problems or errors remaining in the preliminary recommendation?; and 4) can
the preliminary recommendation be improved? In order to prevent group isolation, it may be helpful
to bring in new participants on a regular basis, use outside experts, and invite the group to meet off-
site so that changes in settings and surroundings are a stimulant. To avoid groupthink, it is vital for the
group leader to become a statesperson or conductor instead of a partisan virtuoso. Leadership almost
always involves getting work done through others. High-quality decisions are not made through
intimidation, whether intentional or unintentional. Some bosses have no idea why people do not speak
up, while the reason they do not is because they are likely to be attacked. Bosses encourage the best
performance from groups when they can alert them to the kind of review that is expected. If the leader
can be clear, and temperate, there is a great likelihood that norms of disagreement will develop.
Finally, there is the cohesion process itself. Decision making tears at the fabric of group cohesion, and
it is the desire to preserve cohesion that is an underlying dynamic of groupthink. But if decisions
lower group cohesion it is not necessary to avoid decisions; an alternative is to rebuild cohesion each
time. One way to accomplish this rebuilding is to complete decision making by about 65 percent of
the way through the meeting, then move on to brainstorming for the last 20-30 percent of the meeting.
People who have differed before have a chance to continue to interact, now around less threatening,
future-oriented items. This meeting technique allows for decompression, and for rebonding of the
group. Because of the flaws of individual decision making—selective perception, excessive self-
interest, limited knowledge, limited time—most important decisions today are made in groups. And
groups can do a spectacular job; but they often do not. Meetings, the place where groups do their
decision-making work, have a bad reputation these days, largely because of processes such as
groupthink. Groupthink is the result of flawed procedures, poor leadership, insulation, and an
unmanaged desire for the maintenance of group cohesion and its good feelings. These factors can be
addressed positively, and group decision making improved, while groupthink is kept to a minimum.

Q.3 Explain the process of Negotiation?

Answer. Negotiation is a dialogue intended to resolve disputes, to produce an agreement upon

courses of action, to bargain for individual or collective advantage, or to craft outcomes to satisfy
various interests. It is the primary method of alternative dispute resolution. Negotiation occurs in
business, non-profit organizations, government branches, legal proceedings, among nations and in
personal situations such as marriage, divorce, parenting, and everyday life. The study of the subject is
called negotiation theory. Professional negotiators are often specialized, such as union negotiators,
leverage buyout negotiators, peace negotiators, hostage negotiators, or may work under other titles,
such as diplomats, legislators or brokers. Negotiation typically manifests itself with a trained
negotiator acting on behalf of a particular organization or position. It can be compared to mediation
where a disinterested third party listens to each sides' arguments and attempts to help craft an
agreement between the parties. It is also related to arbitration which, as with a legal proceeding, both
sides make an argument as to the merits of their "case" and then the arbitrator decides the outcome for
both parties. There are many different ways to segment negotiation to gain a greater understanding of
the essential parts. One view of negotiation involves three basic elements: process, behavior and
substance. The process refers to how the parties negotiate: the context of the negotiations, the parties
to the negotiations, the tactics used by the parties, and the sequence and stages in which all of these
play out. Behavior refers to the relationships among these parties, the communication between them
and the styles they adopt. The substance refers to what the parties negotiate over: the agenda, the
issues (positions and - more helpfully - interests), the options, and the agreement(s) reached at the
end. Another view of negotiation comprises 4 elements: strategy, process and tools, and tactics.
Strategy comprises the top level goals - typically including relationship and the final outcome.
Processes and tools include the steps that will be followed and the roles taken in both preparing for
and negotiating with the other parties. Tactics include more detailed statements and actions and
responses to others' statements and actions. Some add to this persuasion and influence, asserting that
these have become integral to modern day negotiation success, and so should not be omitted. Skilled
negotiators may use a variety of tactics ranging from negotiation hypnosis, to a straight forward
presentation of demands or setting of preconditions to more deceptive approaches such as cherry
picking. Intimidation and salami tactics may also play a part in swaying the outcome of negotiations.
Another negotiation tactic is bad guy/good guy. Bad guy/good guy tactic is when one negotiator acts
as a bad guy by using anger and threats. The other negotiator acts as a good guy by being considerate
and understanding. The good guy blames the bad guy for all the difficulties while trying to get
concessions and agreement from the opponent This is a unique combination framework that puts
together the best of many other approaches to negotiation. It is particularly suited to more complex,
higher-value and slower negotiations.

Prepare: Know what you want. Understand them. Open: Put your case. Hear theirs.Argue: Support
your case. Expose theirs. Explore: Seek understanding and possibility. Signal: Indicate your readiness
to work together. Package:Assemble potential trades. Close: Reach final agreement. Sustain: Make
sure what is agreed happens. There are deliberately a larger number of stages in this process as it is
designed to break down important activities during negotiation, particularly towards the end. It is an
easy trap to try to jump to the end with a solution that is inadequate and unacceptable. Note also that
in practice, you may find variations on these, for example there may be loops back to previous stages,
stages overlapping, stages running parallel and even out of order. The bottom line is to use what
works. This process is intended to help you negotiate, but do not use it blindly. It is not magic and is
not a substitute for thinking. If something does not seem to be working, try to figure out why and
either fix the problem or try something else. Although there are commonalities across negotiations,
each one is different and the greatest skill is to be able to read the situation in the moment and adapt
as appropriate.

Q.4 The environmental stressors have a great impact on work performance and
adjustment of the individual in an organization. Discuss the different categories of
environmental stressors.

Answer.It must be noted that stress factors are subjective and what one person may find
stressful, others may not necessarily experience as negatively. The way in which we
experience and react to stress is described as an emotional condition which triggers physical,
psychological and emotional responses from the individual.Formally, a stressor is defined as
an event or context that elevates adrenaline and triggers the stress response which results in
the body being thrown out of balance as it is forced to respond. Examples of Stress Triggers ‡
Environmental stressors (elevated sound levels, over-illumination, overcrowding)‡ Daily
stress events (e.g. traffic, lost keys)

‡ Life changes (e.g. divorce, bereavement)

‡ W orkplace stressors (e.g. role strain, lack of control) Stressors usually fall into one of four
categories:

‡ Internal stressors - these we carry around inside of us. They are self owned stressors. These
stressors may range from the posture we adapt, to addictions and assessment of life/personal
satisfaction or simply not getting enough sleep.

‡ External stressors - these are the stressors in the environments in which we operate and will
range from parental pressure, to work pressure, to role pressure, to household pressure, traffic,
crime etc.

‡ Hidden stressors - these are factors which cause stress but where the underlying cause is
difficult to identify. It often results in conflicting feelings and a sense of an inappropriate
reaction or response to a situation. For example underdeveloped emotional intelligence where
self-awareness is not apparent.

‡ Obvious stressors - there are also those situations which obviously do or are intended to
bring about stress. For example a work deadline would be an imposed obvious stressor where
as the death of a loved one would be un-imposed but an obvious one. Types of Environmental
Stressors Noise Research has demonstrated that high levels of background noise can severely
impair one¶s ability to concentrate. It has been shown that excessive, intermittent or
unpredictable noise can cause tension and headaches as well as raise people's blood pressure.
It can impact concentration and reduce the ability to perform complex tasks. It can also
undermine teamwork, as people in a noisy environment tend to become more irritable and less
willing to help one another. Solutions to noise at work can involve:

‡ Arranging to work from a home office.

‡ Installing partitions or physical barriers to reduce or deaden sound.

‡ Scheduling work tasks so that those requiring the most focus can be completed when the
environment is more peaceful.

‡ Using meeting rooms separate from the main source of noise.

‡ If all else fails, using earplugs! Lighting Poor lighting, such as insufficient light, light that is
too bright or light that shines directly into one¶s eyes can cause eye strain and increase
fatigue. In addition to lighting conditions, the quality of light is also important. Most people
are happiest in bright daylight. Daylight which measures 10,000 lux (equivalent to a bright
sunny day) is known to trigger a release of chemicals in the body that brings about a sense of
psychological well-being. Unfortunately, most types of artificial light do not seem to have the
same effect on mood. You will probably find that improving the quality of light will also
improve the quality of your working environment. Solutions to poor light conditions at work
may include:

‡ Arranging work spaces to be near a window.

‡ W henever possible, allowing natural light to shine through open doors and windows.

‡ Trimming bushes that are in front of windows, painting walls with lighter colours, checking
into thepossibility of installing skylights.

‡ Installing brighter light bulbs in work areas or using full-spectrum bulbs in desk lamps. Poor
AirQuality Research has shown that poor air quality at work can trigger headaches and
tiredness, as well as impair one is ability to concentrate. A variety of factors can contribute to
the problem of poor air quality, including a high concentration of pollutants in the air, poor air
circulation or inadequate ventilation. Other sources of poor air quality include smoking, heating
and air conditioning systems, ionization by electrical equipment, overcrowding (too many
people in a small space), pollution, solvents or other chemicals from carpets, furniture or
paint, and excess humidity or dryness. Solutions to poor air quality at work may involve:

‡ Opening windows.
‡ Banning smoking indoors.
‡ Using dehumidifiers when humidity is a problem or humidifiers if it is too dry.
‡ Introducing plants ± not only do plants raise the amount of oxygen in the air and reduce
stuffiness, they also help to absorb pollutants in the air; evaporation of water from plant pots or
the plants themselves will help to raise humidity when the air is too dry.
‡ Keeping yourself hydrated by drinking water. Clutter and Disorganization
Another source of environmental stress can be a work environment that is dirty, messy, or
uncomfortable. The distraction of working in an area that is disorganized, untidy and chaotic
can make it more difficult to achieve your goals. Solutions to disorganization can involve:
‡ Contracting with janitorial services to ensure the workplace is kept clean.
‡ Developing systems for organizing product, information, and equipment.
‡ Implementing on- or off-site storage systems.
‡ Storing or discarding unnecessary furniture, equipment and office products.
Furniture and Ergonomics
Poorly designed furniture, or the improper use of quality furniture, generally contributes to a
variety of aches and pains. The most common of these is backache. Prolonged ergonomic
problems can produce serious injuries. Taking the time to arrange one¶s working environment
is key to working comfortably and avoiding injury.
Solutions to ergonomic concerns at work may involve:
‡ Ensuring that office chairs are properly adjusted to reduce the risk of injury to the body.
‡ Arranging computer work stations so that correct postures are used when working with the
monitor, keyboard, mouse, and documents.
‡ Organizing work materials and accessories to improve efficiency and reduce the distance and
frequency of reaches.
‡ Organizing your workday to include tasks, breaks and exercises that allow you to vary your
posture, rest your muscles and prevent muscle tension or soreness.
‡ Consulting with a professional who can give you expert advice, as often the ideal solution
may not be immediately obvious. Stress and performance For the most part, people view stress
as a negative factor. Stress however is only negative when it is
excessive, unmanaged and results in adverse symptoms and experiences. Some of the negative
consequences include:
‡ Feeling anxious, irritable, or depressed
‡ Apathy, loss of interest in work or other activities
‡ Problems sleeping
‡ Fatigue,
‡ Trouble concentrating ‡ Muscle tension or headaches
‡ Stomach problems
‡ Social withdrawal
‡ Loss of sex drive
‡ Using alcohol or drugs to cope
It is clear that with these symptoms the individual's performance at work, home and in social
settings will be adversely affected. Negative stress also seems to have a self-building facet
where once stressed, additional factors just keep contributing to the stress and increase the
stress levels while decreasing performance and functioning.

Q.5 Given below are certain instances observed by the summer trainee  Ritu,
while making an observational study at G l o b a l G r e e n c o n s u l t a n t s . An
organization dealing with recycling of plastic products waste etc. She makes the
following observation about two key people in the organization.
1. Mr. Patnayak  He is a very friendly person and encourages his team
members by giving those recommendations and appreciations. This helps HR to
decide about giving a bonus or promotion to employees.
2. Mr. Dutta - He is an aggressive person. He frequently loses his temper. Ritu
observes that he frequently punishes the non-performers and also give them
warnings regarding suspension etc. Now ex plain what base of power does Mr.
Patnayak and Mr. Dutta belongs to.E x plain the type of power
they use often

ANS:
Ten Types of Power
1. Position. Some measure of power is conferred on the basis of one’s formal position in an
organization. For example, a marketing manager can influence the decisions that affect the
marketing department. However, the marketing manager has little power to influence the
decisions that affect the finance department.
2. Knowledge or expertise. People who have knowledge or expertise can wield tremendous
power. Of course, knowledge in itself is not powerful. It is the use of knowledge and expertise
that confers power. Thus, you could be an incredibly bright person and still be powerless.
3. Character or ethics. The more trustworthy individuals are, the more power they have in
negotiations. The big issue here is whether they do what they say they are going to do²even
when they no longer feel like doing it.
4. Rewards. People who are able to bestow rewards or perceived rewards hold power.
Supervisors, with their ability to give raises, hold power over employees. Money can have
power. But money, like anything else, holds very little power if it is not distributed.
5. Punishment. Those who have the ability to create a negative outcome for a counterpart have
the power of punishment. Managers who have the authority to reprimand and fire employees
hold this type of power. State troopers and highway patrol officers who have the ability to give
out speeding tickets also have this power.
6. Gender. Dealing with someone of the opposite sex can confer power. We have videotaped
many negotiation case studies in which the turning point came when a woman casually
touched a man’s hand or arm to make her point.
7. Powerlessness. In some instances, giving up all power can be very powerful. If a kidnapper
threatens a hostage with death enough times, the hostage may just challenge the kidnapper to
go ahead and kill him. At the point that the hostage gives up power, or control over his own
death, the kidnapper actually loses power.
8. Charisma or personal power. When we ask participants in our seminars for examples of
leaders who have had charisma or personal power, invariably the names of Mother Teresa,
John F. Kennedy, and Ronald Reagan come up. When we ask, ³What do all three of these
leaders have in common?´ participants usually respond, ³Passion and confidence in what they
believe in.´

9. Lack of interest or desire. In negotiations, as in many other areas of life, the side with the
least interest in what is being negotiated holds the most power. If you are buying a house and
you really do not care if you purchase the house you are currently negotiating for or the one
down the street, you will most likely hold more power in the negotiation²unless, of course, the
sellers could care less if they sell the house today or live in it for another ten years!
10. Craziness. This may sound funny, but bizarre or irrational behavior can confer a
tremendous amount of power. Every organization has someone who blows up or behaves
irrationally when confronted with problems. Those who have been exposed to this type of
behavior tend to avoid such individuals. As a result, these individuals are not given many tasks
to accomplish because others are afraid to ask them.
Leadership style influence level of motivation. However, throughout a lifetime, man¶s
motivation is influenced by changing ambitions and/or leadership style he works under or
socializes with. Command-and-control leadership drains off ambition while worker
responsibility increases ambition. Leadership Style versus Motivation Leadership Style
Motivation Type Motivation is Based on: Personality Type Efficiency Limited supervision
Worker with decision making responsibility Self motivated Creativity Leader of ideas or
people. Independent Achiever Thrives on change High Team motivated Mixed styles Goal
motivated Opportunity Personality type and efficiency depends on leader's skill and/or the
work environment he's created. Reward motivated Materialism Recognition motivated Social
status High level of supervision Command-and-control Peer motivated To be like others Status
quo Dependency Resist change Low Authority motivated Follows policy Threat, fear
motivated Reacts to force
‡ Self-motivated or visionaries will not accept authority controlled environments. They will
find a way to escape if trapped.
‡ In a team-motivated environment, dependency types will become inspired and strive to be
acceptable with independent thinking coworkers.
‡ Associates influence the level of individual motivation. Reaction to Change Command-and-
control leadership is the primary style in our society. It is accepted because efficiency is
created by repetitive action, teaching people to resist change. Once acquiring a skill, they do
not want to learn another. The worker adapts to level three with an occasional trip to level two
Worker responsibility is just the opposite, it motivates people to thrive on change by seeking
challenges, finding ways to achieve goals. Level one is the leader of changing technology,
finding ways to create efficiency. Reaction to Efficiency The efficiency of advancing
technology is forcing change. It is up to the individual or business to decide which side of
change they want to be on, the leading edge or trailing edge. The leading edge is exciting
while the trailing edge is a drag. Playing catch-up drains motivation while leaders of change
inspire motivation. With today’s changing technology, an individual must be willing to
abandoned old skills and learn new ones. The ability to adapt is achieved through self-
development programs. Because level one thrives on change, they adapt to whatever methods
gets things done with the least amount of effort. This brings us to work habits.
In level one, management and front line workers, together, are searching for ways to solve and
prevent problems. Decisions are made on the front line where alternative methods are
analyzed. Being able to prevent problems is a motivating force. In level three management
makes all decision, as a result, management must find ways to solve all problems and find
alternative methods. Front line employees may be aware conflicts, but they don’t have the
authority to take action and have learned not to be concerned. Supervisors are only concerned
with elements that management thinks
are important. Under command-and-control leadership, management considers the opinions or
concerns of people on the front line to be trivial. As a result, management takes action only
when problems become too big to ignore. If workers have conflicts with their supervisors, they
will find ways to increase the magnitude of problems, creating a combative environment. A
downward spiral of management implementing more control and workers resisting control
develop. Under worker responsibility,
management and workers unite to prevent or solve problems.

Team Motivated
Elementary problems are prevented or solved at the source. Getting the job done is the primary
goal of management and workers. Dependency of Authority Elementary are dealt with by
management when large enough to be recognized. Abused Workers
Lack of leadership skills and the desire for power creates elementary problems. Managers
focus on worker control. Getting the job done is down the list. Workers goal is to find ways to
do little as possible. Command and Control Leadership - Problems are always out of control.
Reaction to Learning Habits In level two, young workers are establishing work habits,
developing attitudes and learning a professional skill. Out of training and on the job,
motivation level will depend on the leadership style they work under. Under command-and-
control leadership, ambitions will be associated with
maintaining the status quo. Under worker responsibility, ambitions will be associated with
opportunity. They will continually expand their skills as the need or as opportunity arises.
Reaction to Goals Self-motivated people are goal motivated. Once they conquer one goal, they
establish another. Every goal is a learning process that requires all the elements in level one.
Companies that attract and keep this type of person stay on the leading edge of technology.
The CEO is a visionary in customer service and employee leadership. The employees' goals
are the same as the CEO’s.
If the CEO desires control, then he will lead in such a way that trains subordinates to lead by
control. As a result, the employees' goals are quitting time and payday.
Reaction to Recognition
Recognition is important; it builds positive self-esteem. By itself, its benefits are short lived.
Long-term benefits are achieved when the employee feels the job could not have been done
without them. This means they were faced with a challenge, which means, they had the
responsibility and authority to take action. This environment is found in level one. Self-
motivated projects' is the ability to start and finish what one has started. Most people, working
alone, do not finish what they start. The ability to finish challenging projects is the secret to
being a winner. First requirement is interest, then asking questions which inspires' the learning
process. W ith information, a challenge is
Presented and a goal set. W hen action is taken, the barriers of persistence, risk, fear and
failure become a challenge by itself. Self-motivated projects are difficult because no one cares
if they succeed, which is another barrier. This is why most people quit before they get a good
start. People, who find ways to overcome barriers and hang in there, are the winners. They
develop skills and confidence, which are required steps to larger projects.
Team Motivated Projects
Everyone can be inspired to achievement in a team-motivated environment. With a common
goal, team members support each other until success is achieved. In this environment, others
do care and team members are needed for achieving the goal. For this reason, team motivation
is extremely powerful. The exchange of ideas, information and testing the results, adds to the
motivating force. As a result, each member seeks to be a leader of quality input.

Q.6 Fashion4Now is a famous and old magazine. The top management decides to
start the e- edition of the magazine. They also decide the redefine the policies and
culture of window to truth To start implementing, this change, they frequently
call meetings of employees. They have also formed groups at different levels to
clarify doubts and ex plain the perspective of change. Analyze the situation in the
context of organizational change and elaborate why the top management is
following the discussed practices and what approach is most evident in the
context.
Answer: Typically, the concept of organizational change is in regard to organization-wide
change, as opposed to smaller changes such as adding a new person, modifying a program, etc.
Examples of organization-wide change might include a change in mission, restructuring
operations (e.g., restructuring to self-managed teams, layoffs, etc.), new technologies,
mergers, major collaborations, "rightsizing", new programs such as Total Quality
Management, re-engineering, etc. Some experts refer to organizational transformation. Often
this term designates a fundamental and radical
reorientation in the way the organization operates. The levels of organizational change
Perhaps the most difficult decision to make is at what "level" to start. There are four levels of
organizational change: First let's describe these levels, and then under what circumstances a
business should use them.
Level 1- shaping and anticipating the future
At this level, organizations start out with few assumptions about the business itself, what it is
"good" at, and what the future will be like. Management generates alternate "scenarios" of the
future, defines opportunities based on these possible futures, assesses its strengths and
weaknesses in these scenarios changes its mission, Measurement system etc. More
information on this is in the next article, "Moving from the Future to your Strategy."
Level 2 - defining what business(es) to be in and their "Core Competencies Many attempts at
strategic planning start at this level, either assuming that 1) the future will be like the past or
at least predictable; 2) the future is embodied in the CEO's "vision for the future"; or 3)
management doesn't know where else to start; 4) management is too afraid to start at level 1
because of the changes needed to really meet future requirements; or 5) the only mandate they
have is to refine what mission already exists.
After a mission has been defined and a SWOT (strengths, weaknesses, opportunities and
threats) analysis is completed, an organization can then define its measures, goals, strategies,
etc. More information on this is in the next article, "Moving from the Future to your Strategy."
Level 3 - Reengineering (Structurally Changing) Your Processes Either as an aftermath or
consequence of level one or two work or as an independent action, level three work focuses on
fundamentally changing how work is accomplished. Rather than focus on
modest improvements, reengineering focuses on making major structural changes to everyday
with the goal of substantially improving productivity, efficiency, quality or customer
satisfaction. To read more about level 3 organizational changes, please see "A Tale of Three
Villages."
Level 4 - Incrementally Changing your Processes
Level 4 organizational changes are focusing in making many small changes to existing work
processes. Oftentimes organizations put in considerable effort into getting every employee
focused on making these small changes, often with considerable effect. Unfortunately, making
improvements on how a buggy whip for horse-drawn carriages is made will rarely come up
with the idea that buggy whips are no longer necessary because cars have been invented. To
read more about level 4 organizational changes and how it compares to level 3, please see "A
Tale of Three Villages." Some General Guidelines to Organization-Wide Change
1. Consider using a consultant. Ensure the consultant is highly experienced in organization-
wide change. Ask to see references and check the references.
2. W idely communicate the potential need for change. Communicate what you're doing about
it. Communicate what was done and how it worked out.
3. Get as much feedback as practical from employees, including what they think are the
problems and what should be done to resolve them. If possible, work with a team of employees
to manage the change.
4. Don't get wrapped up in doing change for the sake of change. Know why you're making the
change. What goal(s) do you hope to accomplish?
6. Plan the change. How do you plan to reach the goals, what will you need to reach the goals,
how long might it take and how will you know when you've reached your goals or not? Focus
on the coordination of the departments/programs in your organization, not on each part by
itself. Have someone in charge of the plan.
7. End up having every employee ultimately reporting to one person, if possible, and they
should know who that person is. Job descriptions are often complained about, but they are
useful in specifying who reports to whom.
8. Delegate decisions to employees as much as possible. This includes granting them the
authority and responsibility to get the job done. As much as possible, let them decide how to
do the project.
9. The process won't be an "aha!" It will take longer than you think.
10. Keep perspective. Keep focused on meeting the needs of your customer or clients.
11. Take care of yourself first. Organization-wide change can be highly stressful.
12. Don't seek to control change, but rather to expect it, understand it and manage it.
13. Include closure in the plan. Acknowledge and celebrate your accomplishments.
14. Read some resources about organizational change, including new forms and structures.