MB0038_Management Process and Organization Behavior-Feb-11

8/2/2019 MB0038_Management Process and Organization Behavior-Feb-11

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Master of Business Administration-MBA Semester 1MB0038 Management Process and Organization Behavior - 4Credits(Book ID: B1127)

Assignment Set- 1 (60 Marks)Note: Each question carries 10 Marks. Answer all the questions.

Q.1 Write a note on the managerial roles and skills. [10] [10]

To meet the many demands of performing their functions, managers assumemultiple roles. Henry mintzberg has identified ten roles common to the work ofall managers. The ten roles are divided into three groups: interpersonal,informational, and decisional. The informational roles link all managerial worktogether. The interpersonal roles ensure that information is provided. Thedecisional roles make significant use of the information. The performance of

managerial roles and the requirements of these roles can be played at differenttimes by the same manager and to different degrees depending on the level andfunction of management. The ten roles are described individually, but they forman integrated whole.

The idea of a role comes from sociology and is the pattern of actions expected of aperson in his activities involving others. It arises as a result of the position that heoccupies in a group in a given situation. Thus, a manager who occupies differentpositions in different situations plays different roles because people in eachsituation have different expectations of him concerning his functions.

Interpersonal Roles:

The three interpersonal roles are primarily concerned with interpersonalrelationships. In the figurehead role, the manager represents the organization inall matters of formality. The top-level manager represents the company legallyand socially to those outside of the organization.

Figure head- Ceremonial and symbolic role, obliged to perform a number ofroutine duties of a legal or social nature.Leadership Responsible for leading the subordinates towards objective bymotivation. He is responsible for staffing, training, controlling, directing.Liaison Liasoning with external bodies and public relations activities.

The Informational Role:

The direct relationships with people in the interpersonal roles place the managerin a unique position to get information. Thus, the three informational roles areprimarily concerned with the information aspects of managerial work.


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Monitor collecting and passing on information, both from inside and outsidethe organizationDisseminator communicating information to the organization members.Spokesman representing the organization to outsiders

The Decisional Role:

The unique access to information places the manager at the centre oforganizational decision-making. There are four decisional roles. In theentrepreneur role, the manager initiates change.

Entrepreneur - bring innovative ideas to improve organizational performance.Disturbance handler taking corrective measure to cope up with adversesituation.Resource allocators Allocating human, physical resource and proper allocationof funds.Negotiator negotiating with trade unions, stakeholders, customers.

Management skill can has been identified by Katz as Technical skill Human skill Conceptual skill

Technical skill-The ability to do and apply specialized knowledge or expertise All jobs

require some skills of expertise. Many people develop there skill either bytraining or develop their skill by job.

Human Skill-This is the ability to work with, understanding and moyivate other people.

This requires sensitivity towards other issue and concern. People, who areproficient in technical skill, but not with interpersonal skill, may face difficulty tomanage their subordinates,. To acquire the human skills, it is pertinent torecognize the feelings and sentiments of others, ablity to motivate others even inadverse situation, and communicate own feeling to others in a positive andinspiring way.

Conceptual Skill-This is the ability to critically analyze, diagnose a situation and forward a

feasible solution. It requires creative thinking, generating options and choosingthe best available option.


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Q.2 Explain the social learning theory in detail. [10] [10]

Social learning theory was proposed by Albert Bandura in 1977."Learning would be exceedingly laborious, not to mention hazardous, if

people had to rely solely on the effects of their own actions to inform them whatto do. Fortunately, most human behavior is learned observationally throughmodeling: from observing others one forms an idea of how new behaviors areperformed, and on later occasions this coded information serves as a guide foraction."

The social learning theory proposed by Albert Bandura has becomeperhaps the most influential theory of learning and development. While rooted inmany of the basic concepts of traditional learning theory, Bandura believed thatdirect reinforcement could not account for all types of learning.His theory explains a social element, that people can learn new information and behaviors by watching other people. Known as observational learning (ormodeling), this type of learning can be used to explain a wide variety of

behaviors.

Social learning has four processes. Attention process Retention process Motor reproduction process Reinforcement process

Attention process:People learn from a model or other person only when they pay attention,

recognize and identify its critical features. In order to learn they have to pay

attention. Any thing that distract, will have a adverse effect on the learning. If themodel is interested or there is a novel aspect to the situation, it is more likely todraw the full attention of the learner.

Retention processA models influence will depend on how well the individual remembers the

models action after it is not longer available. The ability to store information isalso an important part of the learning process. Retention can be affected by anumber of factors, but the ability to pull up information later and act on it is vitalto observational learning.

Motor reproduction processAfter a person has paid attention and recognized the critical factor and

retaining the features. He has the reproduce the same. It should be convertedinto action to bring out the results. Further practice of the learned behavior leadsto improvement and skill advancement.

Reinforcement process


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Individual will be motivated to exhibit the modeled behavior if positiveincentives or rewards are provided. Finally, in order for observational learning tobe successful, you have to be motivated to imitate the behavior that has beenmodeled. Reinforcement and punishment play an important role in motivation.While experiencing these motivators can be highly effective, so can observing

other experience some type of reinforcement or punishment? For example, if yousee another student rewarded with extra credit for being to class on time, youmight start to show up a few minutes early each day.

Principles of social leaning theory are:

The highest level of observational learning is achieved by the first organizationand rehearsing the modeled behavior into wards, labels or images results inbetter retention than simply observing. Individual are more likely to adopt a modeled behavior, if it results in outcomeby value. Individual is more likely to adopt a modeled behavior, if the model is similar tothe observer and has admired status and the behavior has functional value.

Q.3 Explain the Big 5 model of personality. [10]

Many researchers argue that five basic dimensions underlie all otherpersonality dimension. The five dimensions are as below. Extraversion Agreeableness Conscientiousness Emotional stability Openness to experience

Extraversion comfort level with relationships. Extraverts tend to begregarious, assertive and sociable. Introverts tent to be reserved, timid, and quite.This trait includes characteristics such as excitability, sociability, talkativeness,assertiveness, and high amounts of emotional expressiveness. They tend to sayYES, Lets do it and so on. They are the one who are ready and loveschallenges.Example I am the party of life I dont mind being the center of attention. I feel comfortable around people.

Agreeableness individuals propensity to defer to others, High agreeablenesspeople- cooperative, warm and trusting. Low agreeableness people cold,disagreeable and antagonistic. This personality dimension includes attributessuch as trust, altruism, kindness, affection, and other pro social behaviors. Agreeable are considered friendly, honest and trust worthy.. They have anoptimistic view of human nature.Example


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I feel others emotions. I have a soft heart. I make people feel at ease.

Conscientiousness - A high conscientious person is responsible, organized,

dependable and persistent. Those who score low on this dimension are easilydistracted, disorganized and unreliable. Common features of this dimensioninclude high levels of thoughtfulness, with good impulse control and goal-directed behaviors. Those high in conscientiousness tend to be organized andmindful of details.

It is concern with the way in which we control, regulate and direct ourimpulse. They work on the first impulse. They can be considered as colorful, funto be with. Conscientiousness include the factor know as Need for achievement.They are the individual who achieve success through purposeful planning andpersistence. They are also regarded as intelligent and reliable, on a positive note.But on the other hand as perfectionist and workaholics.Example I am always prepared. I like order. I make a mess of things. (Reversed)

Emotional stability- This is also known as neuroticism a persons ability towithstand stress. People with positive emotional stability tend to be clam, self-confident, and secure. Those with high negative scores tend to be nervous,anxious, depressed, and insecure.Example I am easily disturbed I change my mood often

I am relaxed most of the time (reversed)

Openness to experience This describes a dimension of personality thatdistinguishes imaginative, creative people from down to earth. The range ofinterests and fascinations with novelty. Extremely open people are creative,curious and artistically sensitive. Those at the other end of openness category areconventional and find comfort in the familiar. Those high in this trait also tend tohave a broad range of interests.

Open people are intellectually curious, appreciative of art and sensitive tobeauty. They tend to be compared to close people, more aware of their feelings.People with low score tent to have a narrow, common interest. They prefer

straight and obvious over the complex.Example I am full of ideas I use difficult words I do not have good imagination (reversed)


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Q.4 What are the different factors influencing perception? [10] [10]

Perception is our sensory experience of the world around us and involvesboth the recognition of environmental stimuli and actions in response to thesestimuli. Through the perceptual process, we gain information about propertiesand elements of the environment that are critical to our survival. Perception notonly creates our experience of the world around us, it allows us to act within ourenvironment.

A number of factors influence ones perception, they reside in. In the perceiver. In the object or target being perceived or In the context of the situation in which the perception is made.

Characteristics of the PerceiverSeveral 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 theindividual perceiver. The major characteristics of the perceiver influencingperception are:

Attitudes: The perceivers attitudes affect perception. For example, suppose Mr.X is interviewing candidates for a very important position in his organization aposition that requires negotiating contracts with suppliers, most of whom aremale. Mr. X may feel that women are not capable of holding their own in toughnegotiations. This attitude will doubtless affect his perceptions of the femalecandidates he interviews.

Moods: Moods can have a strong influence on the way we perceive someone. Wethink differently when we are happy than we do when we are depressed. Inaddition, we remember information that is consistent with our mood state betterthan information that is inconsistent with our mood state. When in a positivemood, we form more positive impressions of others. When in a negative mood,we tend to evaluate others unfavorably.

Motives: Unsatisfied needs or motives stimulate individuals and may exert astrong influence on their perceptions. For example, in an organizational context,a boss who is insecure perceives a subordinates efforts to do an outstanding job

as a threat to his or her own position. Personal insecurity can be translated intothe perception that others are out to "get my job", regardless of the intention ofthe subordinates.

Self-Concept: Another factor that can affect social perception is the perceiversself-concept. An individual with a positive self-concept tends to notice positiveattributes in another person. In contrast, a negative self-concept can lead a


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perceiver to pick out negative traits in another person. Greater understanding ofself allows us to have more accurate perceptions of others. Interest: The focus of our attention appears to be influenced by our interests.Because our individual interests differ considerably, what one person notices in asituation 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 hiscolleagues coming late tomorrow than he did last week. If you are preoccupiedwith a personal problem, you may find it hard to be attentive in class.

Cognitive Structure: Cognitive structure, an individuals 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 moreon central traits, or personality dispositions. Cognitive complexity allows aperson to perceive multiple characteristics of another person rather thanattending to just a few traits.

Expectations: Finally, expectations can distort your perceptions in that you willsee what you expect to see. The research findings of the study conducted bySheldon S Zalkind and Timothy W Costello on some specific characteristics of theperceiver reveal

Knowing oneself makes it easier to see others accurately.

Ones own characteristics affect the characteristics one is likely to see inothers. People who accept themselves are more likely to be able to see favorableaspects of other people.

Accuracy in perceiving others is not a single skill.

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

Characteristics of the TargetCharacteristics in the target that is being observed can affect what is

perceived. Physical appearance plays a big role in our perception of others.Extremely attractive or unattractive individuals are more likely to be noticed in agroup than ordinary looking individuals. Motion, sound, size and other attributesof a target shape the way we see it. The perceiver will notice the targets physicalfeatures like height, weight, estimated age, race and gender. Perceivers tend tonotice physical appearance characteristics that contrast with the norm, that are

intense, or that are new or unusual. Physical attractiveness often colors our entireimpression of another person. Interviewers rate attractive candidates morefavorably and attractive candidates are awarded higher starting salaries.

Verbal communication from targets also affects our perception of them.We listen to the topics they speak about, their voice tone, and their accent andmake judgments based on this input. Non-verbal communication conveys a greatdeal of information about the target. The perceiver deciphers eye contact, facialexpressions, body movements, and posture all in an attempt to form an


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impression of the target .As a result of physical or time proximity, we often puttogether objects or events that are unrelated.

For example, employees in a particular department are seen as a group. Iftwo employees of a department suddenly resign, we tend to assume theirdepartures were related when in fact, they might be totally unrelated. People,

objects or events that are similar to each other also tend to be grouped together.The greater the similarity, the greater the probability we will tend to perceivethem as a group.

Characteristics of the SituationThe situation in which the interaction between the perceiver and the target

takes place has an influence on the perceivers impression of the target. E.g.meeting a manager in his or her office affects your impression in a certain waythat may contrast with the impression you would have formed, had you met themanager in a restaurant. The strength of the situational cues also affects socialperception. Some situations provide strong cues as to appropriate behavior. Inthese situations, we assume that ie individuals behavior can be accounted forby the situation, and that it may not reflect the individuals disposition. This isthe discounting principle in social perception. For example, you may encounteran automobile salesperson who has a warm and personable manner, asks youabout your work and hobbies, and seems genuinely interested in your taste incars. Can you assume that this behavior reflects the salespersons personality?You probably cannot, because of the influence of the situation. This person istrying to sell you a car, and in this particular situation, he probably treats allcustomers in this manner.

Q.5 Write a note on contemporary work cohort. [10]Contemporary Work Cohort, proposed by Robbins (2003) divides the

work force into different groups depending on the era or period in which theyhave entered into work. It stresses upon individuals values which reflect thesocietal values of the period in which they grew up.

The cohorts and the respective values have been listed below:

Workers who entered the workforce from the early 1940s through the early 1960sand exhibited the following value orientations: They were influenced by the Great Depression and World War II

Believed in hard work Tended to be loyal to their employer Terminal values: Comfortable life and family security

BoomersEmployees who entered the workforce during the 1960s through themid1980s belonged to this category and their value orientations were: Influenced heavily by John F. Kennedy, the civil rights and feministmovements, the Beatles, the Vietnam War, and baby boom competition. b.


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Distrusted authority, but gave a high emphasis on achievement and materialsuccess. Distrusted authority, but gave a high emphasis on achievement and materialsuccess. Organizations who employed them were vehicles for their careers.

Terminal values: sense of accomplishment and social recognition.

Xers- began to enter the workforce from the mid1980s.

They cherished the following values: Shaped by globalization, two career parents, MTV, AIDS, and computers. Value flexibility, life options, and achievement of job satisfaction. Family and relationships were important and enjoyed team oriented work. Less willing to make personal sacrifices for employers than previousgenerations. Terminal values: true friendship, happiness, and pleasure

Nexters -most recent entrants into the workforce. Grew up in prosperous times, have high expectation, believe in themselves, andconfident in their ability to succeed. Never ending search for ideal job; see nothing wrong with job hopping. Seek financial success. Enjoy team work, but are highly self reliant. Terminal values: freedom and comfortable life.

Q.6 What are the special issues in motivation? Discuss Jan 2011

Motivation is the processes that account for an individuals intensity, direction,

and persistence of effort toward attaining a goal (Robbins, 2003). Intensity isconcerned with how hard a person tries. This is the element most of us focus on when we talk about motivation. Direction is the orientation that benefits theorganization. And Persistence is a measure of how long a person can maintainhis/her effort. Motivated individuals stay with a task long enough to achieve theirgoal.

Some of the special issues in motivation are below.Motivating Professionals

The professional employees likely to seek more intrinsic satisfaction fromtheir work than blue-collar employees. They generally have strong and long-term

commitment to their field of expertise are perhaps more loyal to their professionthan to their employer. They need to regularly update their knowledge, and theircommitment to their profession.

Therefore, extrinsic factors such as money and promotions would be lowon their priority list. Rather, job challenge tends to be ranked high. They like totackle problems and find solutions.


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Managerial Implications: Provide them with ongoing challenging projects. Give them autonomy to follow their interests and allow them to structure theirwork. Reward them with educational opportunities.

Also reward them with recognition.

Motivating temporary WorkersTemporary workers may be motivated if:

They are provided with permanent job opportunity The opportunity for training is provided to them They are provided with permanent job opportunity The opportunity for training is provided to them

Motivating Low Skilled Service WorkersOne of the most challenging managerial tasks in to motivate low skilled

workers who are involved in repetitive physical work, where higher education andskills are not required. For this category of people, flexible work schedules andhigher pay package may be proved effective motivational factors.


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Master of Business Administration-MBA Semester 1MB0038 Management Process and Organization Behavior - 4 Cedits(Book ID: B1127) Assignment Set- 2 (60 Marks)Note: Each question carries 10 Marks. Answer all the questions.

Q.1 Explain the theories of emotion. [10]In psychology, emotion is often defined as a complex state of feeling that resultsin physical and psychological changes that influence thought and behavior.Emotionality is associated with a range of psychological phenomena includingtemperament, personality, mood and motivation. According to author David G.Meyers, human emotion involves "physiological arousal, expressive behaviors,and conscious experience."

Theories of Emotion:The major theories of motivation can be grouped into three main

categories: physiological, neurological and cognitive. Physiological theoriessuggest that responses within the body are responsible for emotions.Neurological theories propose that activity within the brain leads to emotionalresponses. Finally, cognitive theories argue that thoughts and other mentalactivity play an essential role in the formation of emotions.

The James-Lange Theory of EmotionThe James-Lange theory is one of the best-known examples of a

physiological theory of emotion. Independently proposed by psychologist WilliamJames and physiologist Carl Lange, the James-Lange theory of emotion suggeststhat emotions occur as a result of physiological reactions to events. According to this theory, you see an external stimulus that leads to aphysiological reaction. Your emotional reaction is dependent upon how you

interpret those physical reactions. For example, suppose you are walking in thewoods and you see a grizzly bear. You begin to tremble and your heart begins torace. The James-Lange theory proposes that you will interpret your physicalreactions and conclude that you are frightened ("I am trembling, therefore I amafraid").

The Cannon-Bard Theory of Emotion Another well-know physiological theory is the Cannon-Bard theory of

emotion. This theory states that we feel emotions and experience physiologicalreactions such as sweating, trembling and muscle tension simultaneously. Morespecifically, it is suggested that emotions result when the thalamus sends a

message to the brain in response to a stimulus, resulting in a physiologicalreaction.

Schachter-Singer Theory Also known as the two-factor theory of emotion, the Schachter-Singer

Theory is an example of a cognitive theory of emotion. This theory suggests thatthe physiological arousal occurs first, and then the individual must identify thereason behind this arousal in order to experience and label it as an emotion.


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Q.2. Discuss the techniques of decision making in groups. [10]

Many types of decision making models can be studied and used by teams.Understanding decision making models allows teams to make intentional choicesabout which model might be most appropriate for the various decisions that theyconfront.

Individuals benefit from understanding decision models by becomingaware of how cognitive and affective biases can both positively and negativelyimpact how we work to influence our team on making a decision. Being aware ofour biases can limit any negative impact from our biases. The models belowdescribe how we work to affect and manipulate the team decision-makingprocess, sometimes in productive ways and at times in detrimental ways for teamdecisions.

As a team, understanding decision-making models so that the team canmake the best decision is valuable. The best decision is described as a decision

that (1) would not have been thought of by an individual alone, (2) is a soundsolution to the problem, (3) is a decision based upon input, as unbiased aspossible, from each team member, and (4) addresses the teams goal for thedecision-making process.

Johnson and Johnson describe seven methods/processes that a teammight use to make a decision.5 each method, along with its strengths andweaknesses, is discussed below.

Method1. Decision made by authority without group discussionProcess: The designated leader makes all decisions without consulting groupmembers.

Strengths Weaknesses

Takes minimal time to make decision No group interaction

Commonly used in organizations (so weare familiar with method)

Team may not understand decision orbe unable to implement decision

High on assertiveness scale (see conflictpaper)

Low on cooperation scale (see conflictpaper)

Appropriate Times for Method 1 Simple, routine, administrative decisions; little time available to make decision;team commitment required to implement the decision is low.

Method2. Decision by expertProcess: Select the expert from group let the expert consider the issues, and letthe expert make decisions.


Useful when one person on the teamhas the overwhelming expertise

Unclear how to determine who theexpert is (team members may havedifferent opinions)
http://www.foundationcoalition.org/home/keycomponents/teams/conflict.htmlhttp://www.foundationcoalition.org/home/keycomponents/teams/conflict.htmlhttp://www.foundationcoalition.org/home/keycomponents/teams/conflict.htmlhttp://www.foundationcoalition.org/home/keycomponents/teams/conflict.htmlhttp://www.foundationcoalition.org/home/keycomponents/teams/conflict.htmlhttp://www.foundationcoalition.org/home/keycomponents/teams/conflict.htmlhttp://www.foundationcoalition.org/home/keycomponents/teams/conflict.htmlhttp://www.foundationcoalition.org/home/keycomponents/teams/conflict.html


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No group interaction

May become popularity issue or powerissue

Appropriate Times for Method 2 Result is highly dependent on specific expertise, clear choice for expert, teamcommitment required to implement decision is low.

Method3. Decision by averaging individuals' opinionsProcess: Separately ask each team member his/her opinion and average theresults.


Extreme opinions cancelled out No group interaction, team membersare not truly involved in the decision

Error typically cancelled out Opinions of least and mostknowledgeable members may cancel

Group members consulted Commitment to decision may not bestrong

Useful when it is difficult to get theteam together to talk

Unresolved conflict may exist orescalate

Urgent decisions can be made May damage future team effectiveness

Appropriate Times for Method 3 Time available for decision is limited; team participation is required, butlengthy interaction is undesirable; team commitment required to implement thedecision is low.

Method4. Decision made by authority after group discussionProcess: The team creates ideas and has discussions, but the designated leadermakes the final decision. The designated leader calls a meeting, presents theissue, listens to discussion from the team, and announces her/his decision.


Team used more than methods 13 Team is not part of decision

Listening to the team increases theaccuracy of the decision

Team may compete for the leadersattention

Team members may tell leader whathe/she wants to hear

Still may not have commitment fromthe team to the decision

Appropriate Times for Method 4 Available time allows team interaction but not agreement; clear consensus onauthority; team commitment required to implement decision is moderately low.


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Method5. Decision by minorityProcess: A minority of the team, two or more members who constitute less than50% of the team, make the teams decision


Method often used by executive

committees Can be railroading Method can be used by temporarycommittees

May not have full team commitment todecision

Useful for large number of decisionsand limited time

May create an air of competition amongteam members

Some team perspective anddiscussion

Still may not have commitment fromteam to decision

Appropriate Times for Method 5 Limited time prevents convening entire team; clear choice of minority group;team commitment required to implement the decision is moderately low.

Method6. Decision by majority voteProcess: This is the most commonly used method in the United States (notsynonymous with best method). Discuss the decision until 51% or more of theteam members make the decision.


Useful when there is insufficient timeto make decision by consensus

Taken for granted as the natural, oronly, way for teams to make a decision

Useful when the complete team-

member commitment is unnecessaryfor implementing a decision

Team is viewed as the winners and the

losers; reduces the quality of decision

Minority opinion not discussed andmay not be valued

May have unresolved and unaddressedconflict

Full group interaction is not obtained

Appropriate Times for Method 6 Time constraints require decision; group consensus supporting voting process;

team commitment required to implement decision is moderately high.

Method7. Decision by consensusProcess: Collective decision arrived at through an effective and faircommunication process (all team members spoke and listened, and all werevalued).



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Most effective method of teamdecision making

Takes more time than methods 16

All team members express theirthoughts and feelings

Takes psychological energy and highdegree of team-member skill (can benegative if individual team members not

committed to the process) Team members feel understood

Active listening used(seecommunication paper)

Appropriate Times for Method 7 Time available allows a consensus to be reached; the team is sufficiently skilledto reach a consensus; the team commitment required to implement the decisionis high.Method 7 takes well-practiced communication skills by all team members.Review prior section on environments for decision making and other mini

documents on effective communicationand conflict management.

Methods for Decision MakingRetrospectivethese seven methods/strategies for decision making all have strengths andchallenges. However, repeatedly, Method 7 (Decision by consensus) has positivelong-standing results regarding team decision making.

Q.3 Elaborate the different stages in process of conflict. [10]

The conflict process can be seen as comprising five stages (1) potential oppositionor incompatibility (2) Cognition and personalization (3) intentions (4) Behavior

(5) Outcome.

Stage 1: Potential opposition or incompatibility: The first step in the conflictprocess is the presence on conditions that create opportunities for conflict to rise.These cause or create opportunities for conflict to rise. These causes or sources ofconflict have been condenses into three general categories - (1) Communications(2) Structure (3) Personal Variables.

(1)Communications:Different words connotations, jargon insufficient exchange of information

and noise in communication channel are all antecedent conditions to conflict.Too much communication as well as too little communication can rely foundationfor conflict.

(2)Structure:The term structure is used, in this context to include variables such as

size, degree of specialization in the tasks assigned to group members,jurisdictional clarity, members/ goal compatibility, leadership styles, rewardsystems and the degree of dependence between groups.
http://www.foundationcoalition.org/home/keycomponents/teams/communication.htmlhttp://www.foundationcoalition.org/home/keycomponents/teams/communication.htmlhttp://www.foundationcoalition.org/home/keycomponents/teams/communication.htmlhttp://www.foundationcoalition.org/home/keycomponents/teams/communication.htmlhttp://www.foundationcoalition.org/home/keycomponents/teams/conflict.htmlhttp://www.foundationcoalition.org/home/keycomponents/teams/communication.htmlhttp://www.foundationcoalition.org/home/keycomponents/teams/communication.htmlhttp://www.foundationcoalition.org/home/keycomponents/teams/conflict.html


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The size and specialization act as forces to stimulate conflict. The larger the groupand the more specialized its activities, the greater the likelihood of conflict.Tenure and conflict have been found to be inversely related,. The potential forconflicts tends to be greatest when group members are younger and whenturnover is high. The greater the ambiguity in defining where responsibility for

action lies, the greater the potential for conflict to emerge. Such Jurisdictionalambiguity increases inter group fighting for control or resources and territory.

(3)Personal Variables:Certain personality types- for example individuals who are highly

authoritarian and dogmatic- lead to potential conflict. Another reason for conflictis difference in value systems. Value differences are the best explanations ofdiverse issues such as prejudice disagreements over ones contribution to thegroup and rewards one deserves.

Stage 2: Cognition and personalization: conflict must be perceived by the partiesto it whether or not conflict exists is a perception issue. If no one is aware of aconflict, then it is generally agreed that no conflict exists. Because conflict isperceives does not mean that is personalized. For e.g. A may be aware that Band A are in serious disagreements but it may not make A tense or nations and itmay have no effect whatsoever on As affection towards B It is the felt level ,when individuals become emotionally involved that parties experience anxiety ,tension or hostility.

Stage2 is the place in the process where the parties decide what the conflict isabout and emotions plays a major role in shaping perception.

Stage 3: Intentions: Intentions are decisions to act in a given way intentions

intervene between peoples perception and emotions and their overt behavior.Using two dimensions cooperativeness (the degree to which one party attemptsto satisfy the other partys concerns)and assertiveness (the degree to which oneparty attempts to satisfy his or her own concerns)- five conflict handlingintentions can be identified.

1) Competing: when one person seeks to satisfy his or her own interestsregardless of the impact on the other parties to the conflict, he is competing.2) Collaborating: A situation in which the parties to a conflict each desire tosatisfy fully the concerns of all the parties. In collaborating, the intention o theparties are to solve the problem by clarifying differences rather than by

accommodating various points of view.3) Avoiding: a person may recognize that a conflict exists and want to withdrawfrom it or suppress it. Avoiding included trying to just ignore a conflict andavoiding others with whom you disagree.4) Accommodating: The willingness of one partying a conflict top lace theopponents interest above his or her own.5) Compromising: A situation in which each party to a conflict is wiling to give upsomething.


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Intentions provide general guidelines for parties in a conflict situation. Theydefine each partys purpose. Yet people intention is not fixed. During the courseof conflict, they might change because of reconceptualization or because of anemotional reaction to the behavior of other party.

Stage 4: Behavior: This is a stage where conflict becomes visible. The behaviorstage includes the statements, actions and reactions made by the conflictingparties. These conflict behaviors are usually overt attempt to implement eachpartys intentions.

Stage 5 Outcomes: The action reaction interplay between the conflicting partiesresult in consequences. These outcomes may be functional in that the conflictresults in an improvement in the groups performance, or dysfunctional in that ithinders group performance.Conflict is constructive when it improves the quality of decisions simulatescreativity and innovations encourages interest and curiosity among groupmembers provides the medium through which problems can be aired andtensions released and fosters an environment of self evaluation and change.Conflict is dysfunctional when uncontrolled opposition breeds discontent, whichacts to dissolve common ties and eventually leads to the destruction of the group.Among the more undesirable consequences are a retarding of communication,reductions in group cohesiveness and subordination of group goals to theprimacy of infighting between members.

Q.4 Write a note on GAS (General Adaptation Syndrome). [10]

The stress response has served an adaptive function throughout humanevolution and serves and makes you more focused and alert.

But todays causes of stress are largely emotional.Frustrations at work, the lengthy commute, financial concerns, or relationshipdifficulties are today's stress causes.Pretty much anything that annoys, frustrates, or scares you has the potential toactivate the stress response and result in warning signs of stress.Now you may feel that you are adapting to the higher and higher levels of stress.But you may be just living with an unhealthy amount of stress and in theresistance stage of the general adaptation syndrome.Since chronic stress is deceptive and pervasive, this can mean that you dont getmuch downtime or rest.This can lead to exhaustion and even death - the third stage of the general

adaptation syndrome.Hans Seyle, a founding father of stress research, described that these stressorscan affect the body in a 3-stage reaction.

These are known as the:- Alarm phase


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- Stage of resistance- Exhaustion stage.

These different stages of stress resistance explain how stress affects health.

The alarm phase of the general adaptation syndrome:

In the alarm phase you enter a heightened psychological and physiologicalarousal, known as the fight or flight response. In this stage stress hormones arereleased into the bloodstream. Adrenaline increases muscle tension, heart rate,and causes a number of other physical effects of stress. Research suggests that if

you can reframe the stressor as a challenge you can reduce cortical levels. Wediscuss in more detail how cortical and stresses affect the body. In the fight orflight response these stress hormones mobilize the bodys resources to fight orflee from the stressful situation. Now there are some advantages to stress it canmake you more focused and alert! But stress for too long without adequate rest orrecuperation can be bad for you! Often we are not aware of the tremendous tollthat our minds and body pay in the routine, chronic stress that occurs everyday.


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The resistance phase of the general adaptation syndrome:In the resistance stage the mind and the body attempt to adapt to the cause ofstress. This could also be known as the adaptation phase. In this stage, the bodyremains alert (at a lower level) but continues the normal functions. In theresistance stage your body is like a car idling along with it's RPM too high -

burning too much energy and becoming inefficient. You may think that you areadapting quite well to the higher stress level. Things may be moving alongsmoothly for you. However, you may simply be learning to live with an unhealthystress level. You may notice increasing irritability and frustration, or lapses inconcentration, or things just seem harder than they used to be. Stress can boostyour concentration and focus, helping you to maintain motivation and discipline.But too much stress can result distress.

Each of us experience stress in different ways but some of the effects of stressinclude:

Warning Signs of Stress

Physical effects of stress

Feelings of nausea Feeling faint or sweaty Headaches or migraine Indigestion, constipation Increased skin irritations e.g.

eczema An increase in minor illnesses

Feeling tired all the time

Emotional effects of stress

Increased forgetfulness Difficulty making decisions A loss of a sense of humor Increased irritability or

moodiness Negative thinking Poorer concentration

Being constantly worried

When looking at these stress symptoms please keep in mind that these symptomscould be due to other medical problems. It is important for you to visit your localdoctor for a complete checkup.In the resistance stage, whether effective or ineffective, resistance (or adaptation)continues until the person is no longer capable of resistance or the cause of stresspasses.If the body is unable to turn the stress response off to rest and recuperate thenirritability, burnout, and fatigue are likely to occur. There are a number ofrelaxation techniques that you can do which activate the relaxation response. The

relaxation response counters the physical and emotional effects of stress.

The exhaustion phase of the general adaptation syndrome:It is at this point that exhaustion sets in.Stress has generally occurred for sometime and at this point, resistance can drop off and the activity returns to the pointbefore the emergency. This stage of the general adaptation syndrome ischaracterized by issues such as burnout and exhaustion. The body loses it
http://www.stress-management-for-peak-performance.com/physical-effects-of-stress.htmlhttp://www.stress-management-for-peak-performance.com/emotional-effects-of-stress.htmlhttp://www.stress-management-for-peak-performance.com/physical-effects-of-stress.htmlhttp://www.stress-management-for-peak-performance.com/emotional-effects-of-stress.html


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resistance to fight stress and the bodys immune system that fights off diseaseand infection is weakened.

Q.5Discuss the power and influence tactics. [10]

Influence is the process of changing someone's behavior. It's about being able to

move things forward, without pushing, forcing or telling others what to do. It'sthe ability to work everything at your disposal, both verbal and non-verbalcommunication, to create the impact you want, rather than letting things justhappen.

There are ten common influence tactics that people can use ethically (some aremore valid are sales than others):

Legitimizing by referring to or using recognized authority

Logical Persuading by using logic to persuade the influence.

Appealing to Friendship and asking friends for favors or assistance

Socializing to establish rapport, find commonalities and build a connection

Consulting by examining a problem and working with the influencetowards a solution

Stating, boldly and directly stating what you want the prospect to do

Appealing to Values, inspiring cooperation by appealing to values,emotions, or feelings

Modeling or setting an example for others to follow

Exchanging by giving something of value to the influence in return forsomething you want

Alliance Building, building an alliance of supporters who can help youinfluences others

According to Robert B. Cialdini PhD, there are 6 universal influence tactics.Click here for my influence summary of them.Today, in this field, Dr. Cialdini is the most-cited living Social Psychologist in theworld.

But merely applying a tactic will not make you an effective influencer.Influence effectiveness depends on a combination of factors including: choice ofinfluence tactic, your skill at using the tactic and your personal power.

For years many believed that the ability to influence was a characterattribute some had it and others did not.It's true for some people; the power to influence comes naturally.

However, there's been research conducted over the past 30 years that indicatesvirtually anyone can apply the principles of influence to change the outcome ofany personal interaction.


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This research is based upon extensive observation of leading salespeople inside awide variety of industries. By studying individuals in sales situations, scientistshave been able to identify certain patterns of behavior and speech that increasethe likelihood of someone saying yes to a request.

Q.6 Explain the characteristics of organization Development. [10]

Organizational Development (OD) can be described as the systematic process tochange the culture, system and behavior of organization. It is process that helpsin solving organizational problems and achieving organizational objectives.Organizational Development works as important mechanism that helps inimpressing the organization and its employee through planned and establishedsystem. It concentrates on people dimensions like norms, values, attitudes,relationships, organizational culture etc. The strategies of OrganizationalDevelopment focus on enhancement of organization effectiveness and solvingorganizational problems. It includes structural and technological changes andfocuses on working relationships of employees with the organization.Organizational Development is the modern approach to management of changefor human resources development.

The characteristics of Organizational Development (OD) are as follows:- Organisational Development is an educational strategy that attempts to bring

about a planned change. Organisational Development relates to real organizational problems instead of

hypothetical cases. Organisational Development uses sensitivity training methods and lay

emphasis on the significance of experiment based training. Its change agents are almost external consultants outside of the organization. The external change agents and internal organization executives establish a

collaborative relationship that involves mutual trust, influence and jointlydetermined goals.

The external change agents are humanists and seek to establish a social andaltruistic philosophy within an organisation.

The goals that the change agent seeks to achieve through OD tend to reflecthuman approach and aims for better conflict resolution, increasedunderstanding and more considerable leadership.

The required changes in the organisation are usually the result of someimmediate problems but it is a long term approach covering three to five

years. It is used to describe variety of change programmes and intends to change the

organizational philosophies, attitudes and skills of people. It is a dynamic process that involves considerable investment of money and

time. It is research based activity and aims at conducting surveys, collection of data

and evaluation of the situation


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It works on open and adaptive system concepts and believes thatorganizational design and managerial performance are mutuallyinterdependent.

Documents

MB0038_Management Process and Organization Behavior-Feb-11