Summer 2011- May drive

Master of Business Administration-MBA Semester 1 MB0038 Management Process and Organization Behavior - 4 Credits (Book ID: B1127) Assignment Set- 1 (60 Marks)
Note: Each question carries 10 Marks. Answer all the questions. Q.1 Explain controlling and also discuss different types of control [10] Answer: controlling involves monitoring the employees behavior and organizational processes and take necessary actions to improve them, if needed. Control is the process through which standards for performance of people and processes are set, communicated, and applied. Effective control systems use mechanisms to monitor activities and take corrective action, if necessary. There are four steps in the control process. They are as follows: Step 1. Establish Performance Standards. Standards are created when objectives are set during the planning process. A standard is any guideline established as the basis for measurement. It is a precise, explicit statement of expected results from a product, service, machine, individual, or organizational unit. It is usually expressed numerically and is set for quality, quantity, and time. Tolerance is permissible deviation from the standard. Step 2. Measure Actual Performance. Supervisors collect data to measure actual performance to determine variation from standard. Written data might include time cards, production tallies, inspection reports, and sales tickets. Personal observation, statistical reports, oral reports and written reports can be used to measure performance. Management by walking around, or observation of employees working, provides unfiltered information, extensive coverage, and the ability to read between the lines. While providing insight, this method might be misinterpreted by employees as mistrust. Oral reports allow for fast and extensive feedback. Computers give supervisors direct access to real time, unaltered data, and information. On line systems enable supervisors to identify problems as they occur. Database programs allow supervisors to query, spend less time gathering facts, and be less dependent on other people. Step 3. Compare Measured Performance Against Established Standards. Comparing results with standards determines variation. Some variation can be expected in all

activities and the range of variation - the acceptable variance - has to be established. Management by exception lets operations continue as long as they fall within the prescribed control limits. Deviations or differences that exceed this range would alert the supervisor to a problem. Step 4. Take Corrective Action. The supervisor must find the cause of deviation from standard. Then, he or she takes action to remove or minimize the cause. If the source of variation in work performance is from a deficit in activity, then a supervisor can take immediate corrective action and get performance back on track. Types of Control : Controls are most effective when they are applied at key places. Supervisors can implement controls before the process begins (feed forward), during the process (concurrent), or after it ceases (feedback). Feed forward controls focus on operations before they begin. Their goal is to prevent anticipated problems. An example of feed forward control is scheduled maintenance on automobiles and machinery. Concurrent controls apply to processes as they are happening. Concurrent controls enacted while work is being performed include any type of steering or guiding mechanism such as direct supervision, automated systems (such as computers programmed to inform the user when they have issued the wrong command), and organizational quality programs. Feedback controls focus on the results of operations. They guide future planning, inputs, and process designs. Examples of feedback controls include timely (weekly, monthly, quarterly, annual) reports so that almost instantaneous adjustments can be made.

Q.2 Veer Prabhakar is the Vice President of web bazaar, online portal for shopping of various products. He has team of 100 people at different levels and departments. He is facing certain challenges. Challenge 1 To maintain motivation levels of sales associated who are doing good sales Challenge 2 How to deal with the supply chain associates who are not following up properly for order delivery. (Currently, they are getting Cell Phone allowance for consistence follow-up after office hours) Challenge 3 To deal with the people who keep taking leaves without prior information. Suggest suitable methods to shape employee behavior. [10] Answer: All the three challenge can be solved by analysis of individual level according to view of OB. Organizational Behavior emphasizes on intellectual capital as represented by the sum total of knowledge, expertise, and dedication of an organizations workforce. It recognizes that even in the age of high technology, people are the indispensable human resources whose knowledge and performance advance the organizations purpose, mission, and strategies. Only through human efforts can the great advantages be realized from other material resources of organizations, such as, technology, information, raw materials, and money. Mr Prabhakar needs to do

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Q.3 Write a detailed note on Myers-Briggs type indicator [10] Answer: The Myers Briggs Type Indicator (MBTI) is a widely used and highly regarded system for understanding and interpreting personality, and derives most of its underpinning theory from Carl Jung's Psychological Types ideas and to a lesser extent the Four Temperaments (or Four Humours). Myers Briggs (in fact Isabel Briggs Myers working with her mother Katharine Briggs) essentially developed Carl Jung's theories into a usable methodology and system for understanding and assessing personality (more easily and accessibly than by becoming an expert on Jung and his theories). The owners of the system, the Myers Briggs Foundation, explain that the purpose of their MBTI 'personal inventory' system is to "make the theory of psychological types described by Carl G Jung understandable and useful in people's lives...", and that, "..The essence of the theory is that much seemingly random variation in the behavior is actually quite orderly and consistent, being due to basic difference in the way individual prefer to use their perception and judgment...." The MBTI classifies human beings into four opposite pairs (dichotomies), base on their psychological opposites. These four opposite pairs result into 16 possible combinations. In MBTI, Individuals are classified as (McCrae and Costa, 1989) : a. Extroverted or introverted (E or I). b. Sensing or intuitive (S or N). c. Thinking or feeling (T or F). d. Perceiving or judging (P or J). These classifications are then combined into sixteen personality types.For example:

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Q.4 Explain the factors influencing perception [10] Answer: Factors Influencing Perception Perception is our sensory experience of the world around us and involves both the recognition of environmental stimuli and actions in response to these stimuli. Through the perceptual process, we gain information about properties and elements of the environment that are critical to our survival. Perception not only creates our experience of the world around us; it allows us to act within our environment. A number of factors operate to shape and sometimes distort perception. These factors can reside: i) In the perceiver. ii) In the object or target being perceived or iii) In the context of the situation in which the perception is made.

1. Characteristics of the Perceiver: Several characteristics of the perceiver can affect perception. When an individual looks at a target and attempts to interpret what he or she stands for, that interpretation is heavily influenced by personal characteristics of the individual perceiver. The major characteristics of the perceiver influencing perception are: a) Attitudes: The perceiver's attitudes affect perception. For example, suppose Mr. X is interviewing candidates for a very important position in his organization - a position that requires negotiating contracts with suppliers, most of whom are male. Mr X may feel that women are not capable of holding their own in tough negotiations. This attitude will doubtless affect his perceptions of the female candidates he interviews. b) Moods: Moods can have a strong influence on the way we perceive someone. We think differently when we are happy than we do when we are depressed. In addition, we remember information that is consistent with our mood state better than information that is inconsistent with our mood state. When in a positive mood, we form more positive impressions of others. When in a negative mood, we tend to evaluate others unfavourably. c) Motives: Unsatisfied needs or motives stimulate individuals and may exert a strong influence on their perceptions. For example, in an organizational context, a boss who is insecure perceives a subordinate's efforts to do an outstanding job as a threat to his or her own position. Personal insecurity can be translated into the perception that others are out to "get my job", regardless of the intention of the subordinates. d) Self-Concept: Another factor that can affect social perception is the perceivers' selfconcept. An individual with a positive selfconcept tends to notice positive attributes in another person. In contrast, a negative self-concept can lead a perceiver to pick out negative traits in another person. Greater understanding of self allows us to have more accurate perceptions of others. e) Interest: The focus of our attention appears to be influenced by our interests. Because our individual interests differ considerably, what one person notices in a situation can differ from what others perceive. For example, the supervisor who has just been reprimanded by his boss for coming late is more likely to notice his colleagues coming late tomorrow than he did last week. If you are preoccupied with a personal problem, you may find it hard to be attentive in class. f) Cognitive Structure: Cognitive structure, an individual's pattern of thinking, also affects perception. Some people have a tendency to perceive physical traits, such as height, weight, and appearance, more readily. Others tend to focus more on central traits, or personality dispositions. Cognitive complexity allows a person to perceive multiple characteristics of another person rather than attending to just a few traits. g) Expectations: Finally, expectations can distort your perceptions in that you will see what you expect to see. The research findings of the study conducted by Sheldon S Zalkind and Timothy W Costello on some specific characteristics of the perceiver reveal Knowing oneself makes it easier to see others accurately. One's own characteristics affect the characteristics one is likely to see in others. People who accept themselves are more likely to be able to see favourable aspects of other people.

Accuracy in perceiving others is not a single skill.

These four characteristics greatly influence how a person perceives others in the environmental situation.

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Q.5 Describe the leadership Grid with the help of the diagram [10] Answer: Leadership Grid an approach to understanding a leaders concern for results (production) and concern for people

1. The impoverished style (1, 1). The indifferent Leader (Evade & Elude) In this style, managers have low concern for both people and production. Managers use this style to avoid getting into trouble. The main concern for the manager is not to be held responsible for any mistakes, which results in less innovative decisions. A leader uses a "delegate and disappear" management style. Since they are not committed to either task accomplishment or maintenance; they essentially allow their team to do whatever it wishes and prefer to detach themselves from the team process by allowing the team to suffer from a series of power struggles. Features

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Q.6 Given below are certain observations done by an OD consultant for an organization dealing with manufacturing of tyres. She makes the following observations about two key people in the organization. 1. Mr. Raovikram He is a very friendly person and encourages his team members by giving them recommendations and appreciation. This helps HR to decide about giving a bonus or promotion to employees. 2. Mr. Ranjan kumar- He is an aggressive person. He frequently loses his temper. Ritu observes that he frequently punishes the non-performers and also gives them warnings regarding suspension etc.Now explain what base of power Mr. Raovikram and Mr. Ranjan Kumar belong to. Explain the type of power they use often. [10] Answer: Mr. Raovikram shows power of Reward Power which is type of Formal Power , In this type of leadership focuses on use of extrinsic and intrinsic rewards to control . In this a manager can use extrinsic and intrinsic rewards to control other people. Examples of such rewards include money, promotions, compliments, or enriched jobs. Although all managers have some access to rewards, success in accessing and utilizing rewards to achieve influence varies according to the skills of the manager. Mr. Ranjan kumar shows poer of Coercive Power which is type of Formal Power.

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